Interesting article which outlines what CHROs (Chief Human Resources Officers) must do in the first 100 days.
This is great advice but misses a big issue that HR leaders must grasp from day 1. Social Media.
Like Health and Safety, Diversity and Inclusion, Sexual Harassment, etc, Human Resource Leaders can no longer hide from the fact that employees use social media and a business now needs to recognize this and rather hide from it and pretend it does not exist, they have to embrace it and proactively support it.
If we look at Simon Kemp's Q4 Digital Snapshot
There are 3.75 Billion people in the world active on social media. Your staff are on it, your alumni are on it and your future employees are on it.
So here's a thing.
Why don't we start using social? Why don't empower people to use it and use it for our own advantage?
How do I mean?
We can use social to support maternity returners, make them feel welcome and get them contributing quicker. In fact we can use social to enhance the employee experience across the business, supporting new starters enabling them to contribute faster. We can also use it to get salespeople to contribute faster. This, often is a game changer and the business case for this change in business.
Empowering your staff on social will also enable you to get access to the talent faster. It will probably even reduce the amount you spend on recruiters and job adverts. It might even make you the employer of choice in your industry. This again is often a business case, based on the savings.
But emphasizing the employee experience, social is often a driver to help retain employees and impacting on the recruitment process.
Finally we would expect a 25% increase in employee efficiency in using social. That's 25% more employees for free! Again, another business case.
As a new CHRO you could increase efficiency, reduce costs, reduce the cost of recruitment, increase retention and increase the general well being of employees.
Connect the goals of the HR function to the goals of the business. Identify the greatest sources of pain for immediate attention and prioritize longer-term issues. Create—and adhere to—a comprehensive plan to guide their function and business partners on their HR-transformation journey. Build and communicate a compelling, quantitative case for change within the function and throughout the organization. Create a personal brand as a business leader and change-management agent.