The Chief HR Officer Defining the New Role of

Through the insights of some of the country's most successful CHROs, the authors reveal to current and aspiring CHROs what they should consider in the new and challengingly field of HR. It shows the next generation of leaders how to best prepare themselves for the top roles that they aspire to. In a version of, "if I only knew then what I know now", this book provides real world insight and pragmatic suggestions that will improve the aspiring CHRO's chances for success in one of the most demanding executive roles in the corporate world today.

Patrick M. Wright, Ph.d., is the William J. Conaty GE Professor of Strategic Human Resources in the School of ILR at Cornell University. He teaches and conducts research in the area of strategic human resource management, with a particular focus on how HR practices, the HR function, and HR leaders can affect firm performance.

The National Academy of Human Resources (NAHR) is an honorific organization where individuals and institutions of distinction in human resources are recognized for professional achievement by election as "Fellows of the NAHR." In addition, NAHR furthers the HR profession through the Chief Human Resource Officer (CHRO) Academy and other philanthropic and educational activities. For more information visit http://www.nationalacademyhr.org.

Copublished with the Society for Human Resource Management (SHRM), the world's largest association devoted to human resource management. The Society serves the needs of HR professionals and advances the interests of the HR profession. Founded in 1948, SHRM has more than 250,000 members in over 140 countries, and more than 575 affiliated chapters. Visit www.shrm.org.

The Authors	p. vii
The Evolving Chief Human Resource Officer Role	p. 1
Today's Chief Human Resource Officer	p. 13
Perform! Don't Run!	p. 15
The Art and Science of the CHRO Role	p. 23
ETC	p. 32
Roles and Challenges of the CHRO: Results of the Cornell/CAHRS CHRO Survey	p. 40
The CHRO as Strategic Advisor and Talent Architect	p. 55
Leadership and Employee Engagement: A Positive Synergy at Caterpillar	p. 57
Four Steps to World-Class Talent Management	p. 71
Retooling HR and Avoiding the Service Trap: How Proven Business Models Offer Untapped Potential for Strategic Talent Decisions	p. 83
The CHRO as Cultural Champion	p. 93
When Crisis Calls	p. 99
Doing HR's Business with the Government	p. 107
The CHRO as Counselor/Confidant/Coach	p. 117
Who Do You Really Work For? Serving Multiple and Often Conflicting Constituencies as CHRO	p. 119
Partnering with the CEO	p. 130
Forging Effective Relationships with Your Boss and Colleagues	p. 137
What Do You Stand For?	p. 146
Great Leader or Just a CEO? Insights on CEOs from the Perspective of CHROs	p. 155
The CHRO as Liaison to the Board of Directors	p. 169
Working with the Board of Directors	p. 171
CHROs and Boards: A Missing Link	p. 183
The Role of the CHRO in Managing Executive Compensation	p. 193
How to Be a High-Performing CHRO in the Executive Compensation Arena	p. 203
The CHRO as Leader of the HR Function	p. 211
Making a Difference in the First 100 Days	p. 213
Delivering Results with a Global HR Team	p. 227
Experiences as a New CHRO in a New Industry	p. 237
Designing an Integrated HR Function: What the CHRO Needs to Know	p. 246
HR for Impact	p. 257
Characteristics of Today's CHRO	p. 269
Preparing CHROs to Exceed CEO Expectations	p. 271
Delivering Global Talent in a High-Velocity World: What CEOs Look For in a CHRO	p. 279
What Does Today's CHRO Look Like? Demographic Characteristics of CHROs at the World's Largest Companies	p. 288
Bringing It All Together: The Four Knows of the CHRO	p. 296
Index	p. 303
Table of Contents provided by Ingram. All Rights Reserved.

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The Chief HR Officer Defining the New Role of Human Resource Leaders

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