Global Study: CHROs Are Champions of Change

According to USC's Boudreau, this lack of confidence is often due to teams being overly comfortable with traditional methods and therefore failing to explore the possibilities offered by more novel emerging ones. "There can be a lack of a growth mindset, meaning [an inability to see] change or automation as a positive. There may be some outdated assumptions about digital transformation-such as that it replaces people in jobs-as well as insufficient technical talent."

But if HR leaders can overcome these hurdles and embrace digital transformation fully, they have the opportunity to experiment and make their organizations hubs of innovation.

According to Bilal Waris, head of HR center of excellence and operations at AirAsia: "The ability to understand the data-what to look for, how to dice the data, how to analyze the data, and how to present the story of what's happening-all those capabilities are now needed more than ever before."

Dashlane's Lakhani says these changes need to start straight away: "Onboarding has long been a neglected area; people's first impressions impact their overall feeling about the company," she explains.

One way Dashlane is looking to elevate the onboarding experience is by using interview notes from successful candidates to tailor a program of relevant blogs and helpful information to prepare them for their start dates-to delve deeper into topics the candidates were excited or curious about, for instance.

CHROs: Ready to Lead the Charge

Today's CHROs are ready to lead on organizational change. Our research shows that HR leaders are more likely than other business leaders to have recognized the gap between where their business is and where it needs to be to compete (56%) and to lead the work to close it.

"COVID-19 certainly accelerated change in work organization and work relationships; that evolution has probably accelerated changes that would have taken five to 10 years into just two years," says USC's Boudreau. "Those effects have been profound and will continue, and one of the fundamental arenas for that change will be in HR's relationship with other disciplines such as finance, operations, IT, and facilities."

It is clear that with the business environment in flux, senior management must work together more closely than ever, with the CHRO-CFO axis being a case in point. The Great Resignation is leading finance leaders to make increasingly complex projections as they guide companies through this new terrain, while rising recruitment costs and the need to integrate hybrid working models add further challenges. The CHRO-with the CIO's help in designing a better employee experience -will be central to this redesign of the relationship between the business and its workforce.

Download the full report "Closing the Acceleration Gap: Toward Sustainable Digital Transformation" for more findings from the offices of the CFO, CHRO, and CIO.

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