Top HR Leaders Share Transitioning Success Factors

 


In a pair of virtual panel discussions hosted by Russell Reynolds Associates, more than 200 HR leaders recently discussed how best to succeed when transitioning into new roles. Their insights and tips ranged from learning about a new industry to leveraging one’s network to setting the narrative for your own transition. Let’s take a closer look.

February 1, 2021 – Russell Reynolds Associates recently hosted two virtual panel events with more than 200 HR leaders to discuss the success factors when transitioning into new roles. Below are key insights from nine CHRO panelists who have been in their new roles for 12 to 18 months, along with their advice for HR leaders considering their next move.

Understand the business: Several CHROs talked about the need to learn about a new industry, ownership structure or work culture, and reading annual reports, engagement surveys, and any available presentations or data. Even internally appointed CHROs mentioned the need to broaden their understanding of various business units or regions, according to the Russell Reynolds report.

Understand the context: “Read as much research as possible and have early conversations with the board, CEO, C-suite and your predecessor/incumbent,” the report said. “Understand where they are coming from and don’t be afraid to ask questions, as their answers will help you chart a strategy that reflects collective goals.” One CHRO highlighted the importance of asking questions to the chief administrative officer, who oversaw HR before she joined. Another talked about the need to do some homework on the board and management’s role in governance, so they could work effectively with leadership once in the role.

Leverage your network: Speak to industry experts, or HR leaders who have been in similar roles. Have a network you can trust and tap on, and mentors who can advise you.

The First 90 Days

Engage the board: Several CHROs talked about the need to understand board dynamics, priorities, areas of accountability and their vision for the CHRO mandate. It was noted that having early discussions with the board chair on how they saw the CEO-CHRO relationship was very helpful.

Relationships

Get the CEO relationship right: “Choose your boss” was a frequent comment. Many of the Russell Reynolds panel also mentioned the need to balance board engagement carefully with the CEO-CHRO partnership, and to build a high-trust relationship with the CEO. One CHRO said that not being co-located with the CEO added an additional layer of complication which further highlighted the need for trust and collaboration.

Establish relationships with peers: One CHRO shared that peer dynamics are as critical as CEO or board dynamics. Suggestions to build peer relationships included conducting site visits to understand pain points and having offsites for the executive leadership team. This helped new CHROs gain trust to garner some quick wins, but also honor the past in cases where the organization was not ready for change.

Continue to leverage your network: Panelists recommended finding HR leaders in your network who are wise about managing the board, or identifying someone who knows members of your board, understands your business, or your unique company situation (e.g. CEO transition, PE-backed ownership, turnaround, etc.).

Impact

Be intentional about structuring your role: One CHRO mapped out what her role should look like, and then identified areas where she did and did not have experience. Another talked about the importance of self-awareness and knowing where you have skill gaps. Another took a different approach and aligned with leaders on what success looked like a year out and worked backwards from there. In terms of the more technical aspects of HR, several CHROs brought up the need for a better understanding of executive compensation. Overall, the Russell Reynolds panel stressed the need to move beyond the job description and instead focus on what to achieve at transition milestones.

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