Introduction On April 28^th, 2011 a room of about 100 people will be eagerly anticipating the answer to the question what do CEOs Really Want from HR leaders?  So why then might HR leaders want to know what CEOs really want from them?  Regardless of whether you have or haven’t registered for this session, read on for a taste of what the session will offer. The ‘IT’ factor ‘It’ is what we call Functional Leadership.  Where HR leaders do get ‘it’ their leadership results in the function being an integral part of the business.  In fact it is the business.  Where they don’t get ‘it’ then HR is viewed as a resource of last resort to the business, a necessary evil even.  Most HR functions are competent, technically speaking but many of them lack what we describe as Functional Confidence.  The ability to act as a fully integrated part of the business, albeit, in support of the business. Rising expectations We are putting the spotlight on Functional HR leadership because CEOs and Senior Leaders are declaring that they want and need more from their human resource functions.  Expectations are changing – it is perfect storm conditions – while we might argue that many CEOs don’t get it either – we do know that we are in the age of human capital having an ascendency over other assets. Our focus is on the kind of leadership and the impact of the functional leadership that CEOs expect.  Functions used to be the servants of the line organizations (manufacturing, operations).  Now there is a rebalancing where the servant mentality is giving way to required collaboration and integration of functional roles – HR, Finance, HSE have all become “core” players in strategy development and execution. What CEOs really want – and why you should care How would you answer the following questions?

• In the last year, what have you learned about your business?
• To what extent have you improved your ability to understand your company balance sheet and P&L statement?
• How has HR contributed to the shareholder value of your organization?
• To what extent are you able to substantiate your team’s influence on employee engagement, productivity and performance?
• To what extent has the HR team contributed to the company’s identity and reputation in the community and industry?
• Are you an employer of choice?  How do you know?
• To what extent has the HR team influenced your organization’s overall strategy and results?
• Can you provide examples of where you have successfully prioritized the P&L over technical or political correctness?

To be clear these questions apply equally whether your organization is based in the public or private, profit or not-for-profit sectors.  In answer to these questions our research has led us to categorize CEOs responses to what they want from HR into four broad areas:

• Pursue clarity & be relevant
• Be proactive
• Have an opinion and provide perspective
• Get results and practice leading

HR Champion Many of you may be familiar with David Ulrich’s HR roles model, which finally gave us the “how to” manual for earning a seat at the senior leadership table and the chance to be a real partner in the business.  So how well has HR done in leveraging this opportunity? Our field of inquiry is:  what do HR leaders need to continue to lead an improved, efficient, value adding HR function.  Our research and experience has delivered a set of principles that, in addition to good, fundamental leadership, is required by HR leaders (in small, medium, large organizations). Great HR functional leaders If the list above is what HR leaders need to do to become great then how they do it is vital.  The great HR leaders we have worked with do 5 things really, really well: P&L is THE Metric

We believe great HR leaders:

• Take on the P&L as their primary metric.
• There is no confusion and no competing metrics.
• Believe that sharing in the joy and pain of the business is how the function creates value.

Shape the Table

We believe great HR leaders:

• Subscribe to and take the long view every day.
• Blend a business & functional perspective.
• See ahead.
• Don’t wait for direction – they create it.
• Don’t rely on sameness & equity as their leadership proxy.
• Lead their function toward and through complexity.

Smart speed energizes We believe great HR leaders:

• Are smart about speed.
• Are responsive.
• Don’t compromise results for process.

Find a way to lead the function We believe great HR leaders:

• Manage the tension of supporting the P&L and managing to functional metrics.
• Know that doing the right things = hard work.

The Team is more important than the work We believe great HR leaders:

• Know we are only as good as our team.
• Believe our role is to inspire and be inspired.

But don’t just take our word for it!  If you are joining us at the conference then you will have the chance to hear from CEOs and HR leaders themselves.  If you can’t join us then you can:

• Watch our thought provoking video on this subject.
• Read accompanying articles that build on the leadership principles we will be discussing at the conference.
• Join the debate.
• Access associated material accompanying this session.
• And, much, much more at:

www.whatceosreallywantfromhrleaders.com And, yes that is nearly the longest website address in the world!