When processes start at the highest levels, they are perceived by employees as fair and inclusive, resulting in higher employee engagement, motivation, job satisfaction, retention and performance, says Nowak. This structure can effectively limit the likelihood that a manager can discriminate, at least overtly, if candidates have met the established criteria, he says.
For example, to promote any employee, the following set of criteria must be met these criteria are A, B, C, D,” Nowak says. HR creates clear processes that will ‘control’ any potential for managerial prejudice and/or bias. “So, when managers make important decisions regarding employment, they hire, promote, mentor, develop, and reward the best qualified candidates or employees for each job. “The objective of HR is to improve the quality of managerial decision-making at all organizational levels,” he says, and to do so objectively. HR develops, implements and enforces the company’s talent strategy based on the organization’s values, and sets policies and processes for hiring, mentoring, developing, rewarding and promoting talent that are fair, equitable and unbiased, says Radoslaw Nowak, assistant professor of HR management and labor relations at New York Institute of Technology. The tactical, day-to-day administrative work of HR matters greatly. The HR leaders will often need to interact as a true peer with the company’s CFO or revenue leadership, who may be primarily focused on cost or short-term benefits, while the CHRO/CPO can provide balance in considering real value versus cost as well as long-term success.” The CHRO’s impact on process and policy “It also gives a voice to the employee population in the C-suite, so that the company’s decisions can be weighed carefully against their likely impact on various teams or high-value talent,” Gray says. “It should also help to foster real communications within the organization so the company benefits from the collective wisdom of its people.
NAMELY CEO PROFESSIONAL
While technology can play a role in saving HR administrators time in handling these tasks, a C-level HR leader gives the company someone truly accountable for the well-being, development and professional success of the company’s people, at all levels, says Gray, and that’s a critical element of almost any successful business. “Between managing compliance, performance, benefits, and payroll, most HR teams don’t have the time or resources to focus on the bigger picture,” Straz says. A chief HR officer (CHRO) or a chief people officer (CPO) is a C-level leader who oversees human resources management, sets the agenda for workplace culture, provides an appropriate emphasis on employee experience, and allows organizations to approach HR from a more strategic, long-term perspective, Straz says.
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