战略人力资源领导力指南：当代首席人力资源官的四大成功支柱

A Guide toStrategic HRLeadership4 Pillars of Success for Today’s CHRO Table of Contents The Imperative of the Strategic HR Leader03 06Aligning the HR Function With Business Goals Planning That Matter The Imperative of theStrategic HR Leader “Over the last decade orso, the idea of talent hasfine-tuned a little bit.There’s astrongerconnection betweentalent and success of thecompanythan there was20 to 25 years ago.” An increased demand for workforce agility hasbeen matched in part by an array of technologicalsolutions now available to HR leaders. But this isonly one element of a more complex responsethat signals a structural change in how we attract,develop and deploy talent.This transformation implies embedding HR deeper In a world marked by economic volatility, AIacceleration and geopolitical shifts, the notion of‘business as usual’ has become a luxury affordedto just a dwindling number of organizations.In its place has emerged a critical need torespond swiftly to downturns and capitalize onopportunities while remaining aligned at everylevel of the business.Nowhere is this apparent dichotomy more visible— into the fabric of the business and redirecting timeaway from high-effort tasks with limited impact tothose that can pre-empt and solve for businessneeds as they evolve. or more consequential— than in the traditionallyrigid and reactive HR function.In response to this call, talent leaders are now increasingly emboldened to step beyond thetransactional execution of traditional HR operationsto provide a more agile, strategic, data-informedand proactive advisory role similar to that enjoyedby finance, sales or operations teams. The Pillars Supporting the HR Functionas a Strategic Advisor to the Business InAvature’s recent survey of HR leaders,171% said they were actively involved in or fullydriving workforce planning. you, the HR leader, to advance the agenda ofyour organization through the people you recruit,engage and develop. themes and best practices have arisen time andagain, coalescing around the following four pillarsof success for today’s CHRO: While this signals a positive shift towards the roleof strategic partner to the business, the speedat which individual organizations are acting toinvolve HR in business planning varies greatlyacross company profiles and sectors. It alsoimplies that almost a third of HR leaders still layout of the loop.Via longstanding partnerships, conferences, goalsCreating resilience and agility through integrated workforce planningBuilding credibility with data-driven decisions and the metrics that matterTaking ownership of talent technology webinars and our podcast discussions, we haveheard from HR leaders from some of the world’smost successful companies as they discuss howto ensure the HR function is a proactive force atthe top of the business.These conversations have been far-ranging - with or fully driving workforce planning to consider nor a blueprint for HR transformation,these key pillars form a strong foundation uponwhich to set the credibility of the HR function as atrusted advisor to the C-suite while empowering1 All statistics in this e-book are drawn from Avature’s“The State of the HR Landscapein 2025”report. no two businesses exactly the same - but common “There’s an opportunity to really be innovativeand say, ‘We’re going to partner differentlywith the business. We’re going to talk aboutthings that the business talks about.’ We talkabout vacancy rates. We talk about workforceplanning. We’re strong partners in thatarea. And when you haveleadership thatsupports that vision and understands themission and values, you go forward. And it’sa really wonderful place to be.” Listen to The Talent Transformation Podcast Aligning the HR functionWith Business Goals “When you think aboutthe work that your peopleperform day to day, whetherit’s in TA or employeeexperience, it’s asking‘Isthis adding value to theorganization? Does it alignwith our strategy?’” The role of the modern talent function isincreasingly multi-faceted, requiring both broaderand deeper knowledge, a growing range of skillsets, and regular interaction with areas of thebusiness that were previously untouched. Assuch, it is common for CHROs to become caughtup in the maelstrom of conflicting priorities, projectmilestones and policy discussions that compriseyour day-to-day, leaving you little time to considerthe strategic focus of the function.But thinking strategically doesn’t run counter to At this point, it is important to distinguishbetween acting strategically within the contextof HR - deciding priorities surrounding processimplementation, making announcements orselecting HR technology - and the requirement forHR to act strategically within the wider context ofthe business itself.Failing to make this distinction risks the absence of a truly business-aligned strategy and can leadto even the best-delivered HR initiatives failing toachieve their desired impact.Furthermore, acting