What should today’s CHRO bring to the CEO and boardroom that goes beyond traditional people management?
UR Today’s CHRO should be a value-creation strategist, moving HR from just managing talent to driving business results. When I worked at an automobile company, new BS V1 norms were introduced unexpectedly, and we had to adapt in under three years. As an HR leader, I saw how important it was to connect business goals with how people work, making sure our organization’s structure, culture, and skills supported our strategy. This meant spotting skill gaps before the market changed and building focused training and talent plans to stay ahead. By showing that people are key to productivity, innovation, and growth, I could give the board and CEO the insight they needed to succeed in a changing market.
What capabilities-both technological and human-will HR leaders themselves need to develop to remain credible business leaders in an AI-driven organisation?
UR To stay credible as...



