Top CHROs Share Insights on Driving Business Transformation

HR Policy Association presented a webinar this week on the CHRO’s role in driving business transformation and change. 

Sharing personal experience and insights from their own transformation experiences, webinar panelists Lucien Alziari of Prudential Financial, Sally Massey of Colgate-Palmolive, and Christy Pambianchi of Intel Corporation, engaged in a discussion moderated by Tracy Keogh of Great Hill Partners.

“Transformation” or constant state of change?

• Panelists urged using the term “transformation” with care. While it can create an energy and urgency, it also implies an end date. 

• Transformation and restructuring is no longer limited to “companies in trouble,” commented Mr. Alziari, “now, successful companies are doing just as much tweaking – it’s part of what we do to compete.” 

Focus on leaders

• The role of the CHRO is to be an advocate for change and create alignment, but the transformation itself must be led by the CEO and Executive Team. “The Head of HR does not want to be the one with the most urgency to change – we don’t have the full perspective,” commented Ms. Keogh.

• Make sure middle management understand the transformation and their role in it. As those who touch the most lives within the organization, their role is critical. “Seventy percent of your energy may have to be focused on this segment,” suggested Ms. Pambianchi.

• Leaders loyal to the company, but willing to question decisions, can be helpful to include on a transformation team. But, panelists warned, it is not HR’s job to persuade those who refuse to change, and retaining them may prevent a successful transformation.

Communication is vital

• Along with your company values, update leadership behavior expectations for the future. Provide education and assistance on how behaviors align with the new strategy, and be clear about behaviors that do not. “If we want to be more courageous, what does that look like?” offered Sally Massey.

• Refocus your communications from the “what” and “how” to the “why” of transformation. Distill the business strategy and HR’s link to that strategy into one sentence, and build your communications, storytelling, and testimonial from there. 

Major takeaways

• Spend time with the CEO and senior team to define what you are transforming and why. This will help you to communicate the change to employees in a way that helps them get on board.

• Develop an accountability plan to keep people honest and build the right business scorecard to reinforce the new way of doing business.

The bottom line: With respect to employees, the goal is not compliance with change, it is commitment to change.