A day in the life of a CHRO
The business landscape is constantly evolving. At the heart of every successful company is a strategic leader who understands that people are its greatest asset — the Chief Human Resources Officer (CHRO).
As organisations navigate an increasingly complex workplace, the CHRO role goes beyond traditional HR and plays a pivotal role in shaping culture, driving talent strategy, and aligning the workforce with the company’s long-term goals; all on a tight budget.
We spoke with Deborah Rodgers, Ex-EMEA Human Resources Director of Nikon, to learn more.
Starting in the personnel department at IBM, Deborah worked across industries, including financial services, customer services and manufacturing. From her early days in HR to her current role, Deborah has been at the forefront of the HR evolution, seeing it transform from personnel management to a strategic business function.
Driving the people strategy
A CHRO is responsible for overseeing all aspects of human capital management within an organisation. This includes recruitment, talent development, employee engagement, performance management, and workplace culture. The CHRO works closely with other members of the executive team to ensure that the company’s human resources strategy aligns with its overall business objectives.
In today's competitive market, having the right people in the right roles is crucial. The CHRO ensures the organisation attracts, retains, and develops top talent while fostering an inclusive and supportive work environment. This role is no longer just about managing HR functions but about contributing to the company’s bottom line by optimising the workforce's potential.
Key responsibilities of a CHRO
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Talent acquisition and retention - i.e. VP Talent
One of the CHRO's top priorities is attracting top talent and implementing retention strategies, including building a strong employer brand and enhancing employee satisfaction.
Key metrics to help with here are: time to hire, cost to hire and onboarding costs.
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Employee experience and engagement - i.e. VP Employee Experience
A CHRO must enable a positive culture where employees feel valued and motivated through recognition programs, professional development, and work-life balance initiatives.
Key metrics would be: employee nps, employee turnover or retention.
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Diversity, equity, and inclusion (DEI) - i.e. VP DEI or DE&I
A recent focus for any CHRO, and a particular area of interest for Deborah, is leading DEI efforts to promote a diverse and inclusive workplace, essential for driving innovation and fostering better business outcomes.
Key metrics: current DE&I data.
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Compensation and benefits strategy - i.e. Head of Employee Benefits
The CHRO works with their team to develop competitive compensation and benefits packages aligned with both workforce needs and the company’s financial goals.
Key metrics: number of employee benefits platforms or providers.
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Change management
During periods of change, it is the CHRO who guides the workforce through transitions, maintaining morale and ensuring smooth adaptation to new conditions.
Key metrics: the number of strategic change projects live or on hold.
HR leading the way with AI
In their leadership role, CHROs' impact extends beyond day-to-day HR functions. A CHRO is always considering the future of work and reskilling and retraining employees for the changes that new technology, such as AI, will bring.
Deborah acknowledges that AI will inevitably automate many tasks but believes the key lies in preparing employees for more strategic and fulfilling roles. "We're looking at how we reskill and retrain people to move up a level and take on more meaningful work," she explains.
A CHRO’s ability to balance immediate business needs with long-term strategic goals, such as future-proofing the workforce, ensures that their organisation remains agile and resilient in an ever-changing world.
Looking to PG into a CHRO?
Vendors need to think creatively and personalise their approach to capture the attention of a busy CHRO.
A well-researched pitch that shows an understanding of the company's challenges and how the solution can add value will always stand out. Whether through a clever presentation, a customised message, or a thoughtful gift, it’s the effort and thought behind the outreach that can make the difference in securing that all-important meeting.
Deborah recalls a memorable instance when a vendor created a custom-made "Ladybird book" just for her, with a personal, quirky message that stood out from the flood of typical pitches. The vendor had clearly done their homework, crafting a tailored pitch that demonstrated creativity and understanding of her role. This unique approach piqued her curiosity and led to a meeting.
Working within budgetary constraints
Once you have captured the CHRO's attention, any investment they make in software must deliver clear and measurable value. With HR departments often working within tight budgets, CHROs are highly selective about where they allocate resources.
As Deborah points out, "The HR function doesn’t have lots of money, despite what people think... it has to be something that’s worth an investment."
Vendors must demonstrate how their solutions will enhance efficiency, improve employee experience, or reduce costs.
The relationship between the vendor and the organisation is also crucial. CHROs are often looking for long-term partnerships rather than one-time transactions. Building trust and ensuring that the software can evolve with the company's needs are critical factors in the decision-making process. "If it’s something that adds value, but we’re not ready to invest immediately, we might revisit it in six to twelve months," Deborah shares, reflecting a common approach among CHROs to balance timing with business readiness.
Beware of productivity-based business cases
When vendors pitch solutions involving automation or process improvement, Deborah stresses that they should avoid focusing solely on how many roles their product can eliminate.
For CHROs, employees are not just numbers—they’re people with unique skills, aspirations, and value. Deborah points out that while automation can streamline operations and improve efficiency, it’s crucial to approach these discussions with sensitivity. "It’s not just about cutting headcount" she explains. "It's about enhancing roles and creating opportunities for employees to grow, reskill, and take on more meaningful work."
Vendors who frame their solution purely in terms of cost savings through layoffs are missing the bigger picture. Deborah advises that a more thoughtful approach considers the impact on employee morale and well-being.
CHROs want to hear how technology can empower their workforce, improve productivity, and open new opportunities. "Always think about the people first," she notes, encouraging vendors to present solutions that align with long-term talent development and employee satisfaction, rather than reducing headcount as a primary selling point.
Conclusion
The role of the Chief Human Resources Officer has evolved from being a mere administrative function to being a key driver of organisational success. In today's business landscape, the CHRO is instrumental in shaping a company's culture, fostering growth, and ensuring that human capital is leveraged to meet strategic objectives. In other words, consider a CHRO as a growth and innovation Champion, looking to future-ready any organisation.
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