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1、From insights to action,the path to extraordinary value starts here.The CHRO as a growth executiveFocusing the power of data,tech and people to accelerate reinventionand a new vision for growthContentsSetting sights on new growthHow to spot a High-Res CHROHow to support a High-Res CHROPutting the fo
2、rces of change to workAre you ready to join the 5%?The way forward03101519292From 2017 to 2022 the level of macroeconomic,social,geopolitical,climate,consumer and technological disruption increased by 200%.1 And today,tight labor markets and talent shortages continue beyond the pandemic as skill gap
3、s remain at high levels.2Setting sights on new growth In this environment it is abundantly clear that organizations need to accelerate changenot only to compete but also find new paths to growth.Accenture has identified five key forces of change that are essential to success in the next decade:total
4、 enterprise reinvention,talent,sustainability,the metaverse continuum and the ongoing technology revolution.For C-suites looking to forge ahead,these forces are showing the way.The CHRO as a growth executive3Figure 1Of these,two are especially essential given todays challenges:1.Adopting a total ent
5、erprise reinvention strategy that transforms every part of the business through technology,data and AI,and new ways of working AND2.Embracing new opportunities to access and create talent and to unlock peoples potentialBold leadership is required,and CEOs are stepping up.To speed transformation and
6、growth,they are focused on leveraging the full potential of data,technology and people.In fact,theyve put it at the very top of their agenda.3Data from n=570 CEO survey responsesTop focus areas identified by CEOs for driving growth in the next three years(%frequency)The CHRO as a growth executive4It
7、s the right priority.Accenture research has found that by activating the growth combination of data,technology and people,companies stand to gain a premium of up to 11%on top-line productivity4the ultimate driver of profitability and revenue growth.Its the human element that makes a critical differe
8、nce:When companies implement data and tech solutions that fail to put people at the center,the premium reduces to just 4%.That 7%gap in productivity underscores the significant impact that people have as an important source of competitive differentiation and continuous growth.Yet the reality is that
9、 just 5%of large,global organizations are following through.5 These leading companies sit in the top quartile of their respective industries for placing parallel emphasis on the digital core6 and talent creation to achieve their business goals.They are able to shape transformation in ways that are p
10、eople-led.711%top-line productivity premium when unlocking the growth combination of data,tech and people4%top-line productivity premium when unlocking data and tech aloneThe CHRO as a growth executive5What else makes this 5%so effective?The answer lies in the new skills,redefined roles and boundary
11、less connections taking shape in the C-suite.With unprecedented access to data,enabled by cloud solutions,executives are discovering powerful ways to lead change within the enterprise and beyond.The nexus:Chief Human Resources Officers(CHROs).8 With the skills they bring and the impact they make acr
12、oss all parts of an organization,a new type of CHRO is stepping up to lead their C-suite peers in connecting data,technology and people and cultivating collaboration.Indeed,Accenture has identified how these CHROs,who are central to creating the digital enterprise,are bringing business growth and ex
13、ceptional human experiences into higher resolution.These skilled and connected“High-Res”CHROs are accelerating continuous reinvention by finding new streams of value in every corner of the organization.A High-Res CHRO is a growth executive who operates at the heart of their companys reinvention.They
14、 view data,technology and people through both a wide and telescopic lens to bring unseen opportunities for growth into focus.With an advanced skillset and optimal environment,these CHROs make an impact in every part of the company,leading across the C-suite to accelerate change for the enterprise an
15、d beyond.The CHRO as a growth executive6of CEOs say their CHRO should have a central role in ensuring long-term profitable growthof CEOs are creating the conditions that enable CHROs to lead business growthAwareness isnt translating into actionThe importance of CHRO impact is gaining attention from
16、top leaders:in fact,89%of the 570 CEOs we recently surveyed say that the CHRO should have a central role in ensuring long-term profitable growth.But only 45%of those CEOs,by their own admission,are creating the conditions that allow CHROs to lead business growth.The CHRO as a growth executive7And wh
17、en we combined those findings with results from our survey of 570 CHROs,we found that just 29%of CHROs are playing that role,having both the profile and the conditions they need to act as High-Res CHROs.9 The CHRO as a growth executive8Seizing the opportunityBy cultivating the right skills,connectio
18、ns and conditions,organizations can tap their CHROs to maximize the growth combination of data,technology and people.Through this groundbreaking research,we offer a look at these High-Res CHROs,the strengths they bring to the table and the breakthrough ways they can lead and innovate across an organ
19、ization.As Ciscos Chair and CEO Chuck Robbins puts it:“CHROs have the ability to drive a companys growth and business outcomes by effectively using people strategy,data insights,and technology to the companys advantage.When a CHRO is empowered to operate in this way,the result is a culture that bene
20、fits both people and profitability.”The CHRO as a growth executive9How to spot a High-Res CHRO0110Systems thinking+52%synthesize internal and external complexities and spot connections holistically versus individually,applying those insights to accelerate changeFinancial acumen+44%apply deep experti
21、se on financial topics(e.g.,P&L,financial data)when making decisions and taking actionLeadership skills+44%drive strategic outcomes through aligning,inspiring and motivating others to work toward a common goalTechnology and data skills+39%continuously evolve their understanding of whats possible for
22、 the business,people and communities using tech and data Strategic talent development+39%create vibrant career opportunities by combining knowledge of how people learn and grow with awareness of the skills and capabilities the organization needs to stay competitiveBusiness acumen+25%recognize how th
23、eir business/industry functions and what drives success,while translating that into actions that impact the bottom line and create value for all stakeholdersTwo primary characteristics set these high achievers apart:their skillset and their connections.The skills to leadCompared to other CHROs,leade
24、rs are at a higher level of proficiency across all skills measured in our research.Figure 2High-Res CHROs are more proficient than their peers across all skills measuredLeadershipCommunicationTechnology and dataCollaborationCreativityAbility to executeFinancial acumenInclusion/culturalawarenessScore
25、s are presented as means on a 3-pt.proficiency scale.BusinessacumenResearch skillsTalent engagementEmotional intelligenceSystems thinkingStrategic talentdevelopmentLeading CHROsOther CHROsFigure 3High-Res CHROs are more likely to be at the highest level of proficiency across six key skillsets,compar
26、ed with their peers Theyre also more likely to be at the very top level of proficiency for six critical skills relative to other CHROs:advanced in systems thinking,financial acumen,leadership,technology and data,strategic talent development,and business acumen.Data from n=570 CHRO survey responsesDa
27、ta from n=570 CHRO survey responsesSkillsetsHigh-Res CHROsLikelihood to score at highest level of proficiencyThe CHRO as a growth executive11The combination of financial acumen,business acumen and systems thinking will be particularly important in the future.It positions CHROs to operate as anticipa
28、tors,driven by data and insights,instead of as reactors.Todays High-Res CHROs are already 2.3x more likely to be at the top level of proficiency in this combination.As such,this blurs the lines between front and back office,enabling them to seize opportunities even beyond their function.Our research
29、 indicates that more CHROs will be on the path to developing this enviable skillset,as they are continuously learning,unlearning and reinventing themselves.Through our interviews10 we found that CHROs globally are already deepening their expertise(honing critical skills like data science and analyti
30、cs on the job)to meet future business needs.12“CHROs are asking the tough questions that no one may want to ask and connecting data across the organization in new wayswhether its people-related or not.Ultimately there isnt an HR agenda.The agenda for CHROs is the business agenda.”Christine Deputy,Ch
31、ief People Officer for PinterestThe connections that put those skills to workOur High-Res CHROs are 4x more likely to have strong relationships of mutual influence across the entire C-suite,starting with the CEO and particularly with the CFO,CTO and COO.They also build networks externally across org
32、anizations and industries to influence broader change beyond their companies.The resulting collaborations enable innovation to build competitive advantage.Through their relationships and data-driven insights,these CHROs strengthen organizational resilience and execute the business strategy.In fact,o
33、ur interviews highlighted that there is no business strategy without talent strategy.This clear expectation must be set by the CEO,shared across the C-suite and embraced by the board.The CHRO as a growth executive13CASE IN POINT:FERREROThe choco-confectionary company Ferrero has an enviable growth s
34、tory.From successfully expanding into new product categories to rapidly widening its geographic footprint around the world(organically and through acquisitions),the companys strategic decisions have propelled it to reach in 2020/21 a consolidated turnover of 12.7 billion Euro,with an increase of 3.4
35、%compared to the previous years turnover of 12.3 billion Euro.The Ferrero Group also completed key initiatives such as:increasing investment in its iconic brands,strengthening internal R&D activities and,for another consecutive year,investing in improving and expanding its factories,plants and equip
36、ment.As part of the Groups continued technological development strategy,it expanded its production capacity.Fueled by digital transformation,prioritizing their people and preserving a strong culture,HR has been essential to Ferreros innovation and growth.Chief Human Resources and Organization Office
37、r Giuseppe Addezio says that“HR has entered a new age because of digital transformation,which is changing the agenda of companies.It requires reskilling,redesigning processes,changing the organizational model and always taking care of your people throughout.”Ferreros integrated cloud-based HR system
38、 sits at the heart of change,enhancing the employee experience,streamlining processes and equipping leaders and workers alike with important data to work smarter.11Read more about their journey to unlock the talents of their people and remain agile to meet changing business needs and drive growth.Fe
39、rreros Recipe for Employee Engagement|Accenture14How to support a High-Res CHRO0215Profile alone is not enough.Our research shows that even when CHROs have the right skills and connections,55%lack the conditions to impact business growth.But when they do have an optimal environment,their CEOs are mo
40、re than twice as likely to say the HR function is exceeding their expectations in terms of discovering business value through the companys people.What are the keys to creating these conditions?First,C-suite leaders must prioritize their peopleThey recognize talent as key force to drive change and co
41、mpetitive differentiation.This commitment starts with all leaders(not just the CHRO)asking a simple questionAre people Net Better Off working here?and taking personal accountability for the answer.Becoming Net Better Off means employees fundamental needs are met and they feel:(1)healthy and well(phy
42、sically,emotionally and financially)(2)connected,with a sense of trust and belonging The CHRO as a growth executive16(3)their work has purpose(4)they have marketable skills to pursue vibrant careers.Meeting these needs unlocks 2/3 of peoples potential at work and offers a revenue boost upwards of 5%
43、even in unstable economic times.12 Second,they must enable boundaryless collaboration,powered by dataReinvention can only happen when leaders break free of their silosnot just to find new ways to work together,but to explore new avenues for using data and technology to lead broader change.If your pe
44、ople are Net Better Off:17“Increasingly,the role has become an architect meaning,if we actually want to drive growth for our business in certain areas,we might have to divest in others to put more emphasis where we are prioritizing.The expectation of the role is that were consulting to the business
45、in terms of our people and our approachesaround building businesses,changing businesses and evolving businesses and this starts with really knowing your own data and the drivers of the businessspecific to your organization and people.Then,its looking externally for insights.”Donna Morris,Chief Peopl
46、e Officer at WalmartTo foster an environment in which this is possible,CEOs must position CHROs as central to the priorities,processes and decisions that impact P&L and shape long-term profitable growth.This means involving them in areas outside of the typical HR purview,such as capital allocation,r
47、eal estate decisions and product innovation,alongside their core remit to access and create talent and unlock peoples potential.The CHRO as a growth executive18Putting the forces of change to work0319Having the right profile and conditions activates a High-Res CHROs ability to accelerate change and
48、drive growth.Our survey analysis and in-depth interviews with CEOs and CHROs globally illustrate three key things they do differently.Figure 4Three things High-Res CHROs do differently to put the forces of change to workData from n=1,140 CEO and CHRO survey responses and n=17 in-depth interviews wit
49、h CEOs and CHROs Enable next generation skills development to meet growth objectives and build the infrastructure needed to deliver the right capabilities at the right time Use technology to unearth hidden talent and eliminate bias Embrace strategic managed services to access specialized talent at s
50、peed and scale Maximize people-related data to unlock their potential and achieve business outcomes Innovate through technology and ecosystem by leveraging emerging technologies and innovative partnerships Automate strategically by using data as a springboard for more effective workforce planning an
51、d meaningful work Catalyze change and ensure all reinvention is people-led by driving strategic value for business initiatives that benefit from the people/culture lens Solve systemic challenges by expanding external partnerships and investments,contributing to collective action for change and leadi
52、ng community impact Access and create talent in innovative ways Connect new dimensions of data,technology and people to unlock potentialLead reinvention beyond the HR function The CHRO as a growth executive201.Access and create talent in innovative ways High-Res CHROs use data-led,AI-powered insight
53、s to understand which capabilities their organizations need mostand where to find and attract the people that have them.To achieve this,they:Enable next-generation skills development:In a continuously disrupted market,the expertise companies need to stay competitive is shifting.Top CHROs prioritize
54、skilling the organizations people to meet growth objectives,as well as building the infrastructure to deliver the right capabilities at the right time across the business.Our High-Res CHROs are over 2x as likely to invest significantly in skills developmentand they recognize that technology is an in
55、tegral part of that process.With this approach,they expand access to new and more diverse sources of talent and create pathways for people,such as hiring for skills instead of degrees and offering apprenticeship programs.Use technology to unearth hidden talent:Leading CHROs are putting new tools to
56、work as they revamp hiring and recruitment practices for a new era.They are utilizing AI to better understand how bias enters the screening process and looking to data to transform candidate experiences.They are also discovering talent within their own organizations and using technology to support c
57、reative and flexible work models.“Through different experiences each of us have in our career,we build up tools and tactics,and develop pattern recognitionyoure not limited by it,though,and you stay open to new patterns that come through.”Christine Deputy,Chief People Officer for PinterestThe CHRO a
58、s a growth executive21 Embrace strategic managed services13:Using strategic managed services partners for HR delivery provides access to talent at speed and scale and the ability to harness intelligent,cloud-based platforms that enable data-driven decision-making.Our research shows that leading orga
59、nizations(the top 5%who best tap the power of data,technology and people)are utilizing managed services at higher rates than their peers.Notably,they have a 46%greater focus on embedding managed services into their strategy,compared with companies that focus on talent alone.The pandemic highlighted
60、how some organizations used this solution to shift large-scale operations to fully remote settings quickly and efficiently.Introducing managed services allowed them to focus on their core business and their people,while taking advantage of the scale and industrialized platforms such services offer.“
61、By using the right technology,leveraging data across the organization and reimagining a new intelligent global HR service delivery model,companies can see HRs value fully realizedfreeing up the team to focus on building the talent agenda and driving business results.”Darrell Ford,EVP,Chief Human Res
62、ources Officer and Chief Diversity,Equity and Inclusion Officer at UPSThe CHRO as a growth executive22CHRO IN ACTIONThe“gray areas”where functions intersect and value hidesFrancine Katsoudas,Chief People,Policy and Purpose Officer at Cisco,thinks of her role as“being focused on anticipating market t
63、ransitions and understanding the business strategy and how it links with our people strategy to accelerate growth for the company.”Its a relatively new approach,but it reflects the Cisco C-suites evolving understanding of how people,technology and data must combine to drive productivity.As Katsoudas
64、 explains:“Historically,you would have business discussions and talk tech and dataand then you would talk separately about people.Now were understanding that success means braiding these discussions together.”This“braiding”manifests itself in relationships and new ways of working within the executiv
65、e team.To illustrate,Katsoudas points to her increasingly collaborative partnership with Chief Information Officer Fletcher Previn,which shines a new light for both on how technology can elevate people to drive greater productivity in their company.Given Ciscos business,and the networked solutions t
66、he company develops,their learnings can also inform the companys client offerings.Katsoudas notes that Ciscos work to unlock employee potential and create better experiencesfrom recruiting to workforce planning,to skill development and ways of engagingis dependent on leaders.“Elevating leadership ex
67、pectations and focusing on longer term outcomes is critical,”she says.“Data and insights from our HCM cross-enterprise platform reinforce the efficacy of this approach and can help create efficiencies that can be reinvested to further improve peoples ability to collaborate and deliver value.”As a re
68、sult,Cisco is fast-tracking change for its people,its business and its communities.“Today,all of us across the C-suite are trying to bust siloes and spot the gray spaces where opportunities or challenges lie.Bringing our unique perspectives on the data enables us to solve issues or seize opportuniti
69、es more rapidly.”Francine Katsoudas,Chief People,Policy and Purpose Officer at CiscoThe CHRO as a growth executive232.Connect new dimensions of data,technology and people to unlock potentialHigh-Res CHROs are nearly 2x more likely to effectively connect data,technology and people than their peers.Le
70、veraging this growth combination is the primary accelerator for improved financial and non-financial outcomes.14 To achieve this,these CHROs:Maximize people-related data:High-Res CHROs bring insights that connect talent more directly to business outcomes and ultimately unlock peoples potential.They
71、do this by spotting productivity trends,uncovering engagement drivers and applying predictive insights from skills data to proactively meet demand and help their people grow.At the same time,these CHROs connect external signals with enterprise data that allows faster decision-making,influences long-
72、term strategy and informs actions on broader social issues.Innovate through technology and ecosystem:High-Res CHROs know every business is a digital business.In addition to continuously reinventing their HCM/HR digital core to optimize processes and increase personalization,they use innovative techn
73、ology,such as the metaverse to enhance peoples experiences at work.And they dont do it alone:the efficiencies gained through an ecosystem of partnerships,platforms and scalable solutions can free up capital and fuel new investments making them a foundation for growth.Our research shows that companie
74、s adopting next-generation AI and digital tools,in combination with enabling partnerships and ecosystems,are 2.6x more likely to increase revenue by 10%or more than peers who are not.15The CHRO as a growth executive24 Automate strategically:High-Res CHROs dont just see automation as a path to minimi
75、zing tasks and boosting efficiencythey use it as a springboard for more effective workforce planning and meaningful work.Through data,they are making smart buy-build-bot decisions with future growth in mind by merging the very best of human skills with technology.CASE IN POINT:Takeda Lauren Duprey,C
76、HRO at Takeda,is leveraging technology to ensure the right talent is in place to drive business growth.Her team is building out a technology roadmap that includes everything from HRIS to learning programs to talent marketplaces that use AI and machine learning to source talent internally and help em
77、ployees grow their careers.Additionally,they are looking at how technology and AI can help them with recruiting,to avoid bias in candidate screenings and help them tap into new and more diverse talent populations.“By partnering together with leaders at Takeda,”Duprey says,“we can help them meet thei
78、r immediate needs as well as develop the future talent theyll require based on the business objectives.”The CHRO as a growth executive25CHRO IN ACTIONPutting data to workNumbers have always been a factor in human resources,but todays CHROs have access to more,better and deeper data than ever before.
79、And as access to it has changed,so has its impact.“Data and insights are paramount for our jobs,”says Donna Morris,Chief People Officer at Walmart.“Years ago,we didnt have it as real-time,or as accessible as it is today If I had to go back 15 years,Id say it took a lot longer to get predictive insig
80、hts.And often it was predictive in outcomes,not actually insight.So,if an outcome happened,we assumed it would happen again.It wasnt as if we could apply logic to data to give us different formulated outcomes and insight.”Now,CHROs are experimenting with artificial intelligence,machine learning and
81、other technological tools that can uncover hidden truths in the numbersand all faster than ever.Morris team put this into play with its 2022 Associate Engagement Survey.By using internal technology to drive the survey in real-time,they were able to draw responses from nearly a million employees in j
82、ust five days.They then used AI and machine learning capabilities to segment the data and distill qualitative comments into actionable categories and insights.As a result,they could act on the survey results right away,instead of the typical three to five weeks it would normally take to do so.“And,w
83、hen it comes to DEI and representation,”Morris says,“we are now able to report every six monthsarmed with real-time data that enables us to be transparent about where were at and to be even more accountable to drive progress and change.”Over the years,Morris says the CHRO role has pivoted from a foc
84、us on talent and retention to a role focused on furthering the business through organizational growth and people.“A strategy is only unlocked by the systems and the people and the processes and the technology that you apply to them,”says Morris.“In this role,increasingly youre very active in all tho
85、se dimensions of driving it.”The CHRO as a growth executive263.Lead reinvention beyond the HR function While credibility starts with functional excellence,High-Res CHROs impact and influence extends across the entire enterprise and beyond the organization to truly drive transformation.That means the
86、y:Catalyze change:All reinvention must be people-led;as a result,leading CHROs adapt talent strategy at speed and scale to align with business needs and strengthen resilience.Our interviews with CEOs and CHROs show the CHROs opportunity to impact many areas that benefit from the people/culture lens,
87、including acquisitions,investments,new products and services,branding and social activism.Additionally,we found that 88%of CEOs say their CHRO should be responsible for infusing a culture of innovation across the enterprise.Solve systemic challenges:Top CHROs recognize that their organizations are d
88、eeply intertwined with the communities in which they function.As a result,they work beyond the boundaries of the companyacross organizations,industries,and geographiesjointly contributing to actions for change.They leverage best practices(such as the use of PPE during the height of the pandemic)to h
89、elp with broader social goals while expanding external partnerships and investments that make an impact in the world.Another way High-Res CHROs add value:improving sustainability,one of the forces that drive change.CEOs with a High-Res CHRO are 1.5x as likely to say their CHRO is directly improving
90、the companys environmental,social and governance(ESG)performance.“You have to strike the right balance between,one,running your function well and being an expert in your craft,and two,operating without boundaries.The balance between those two is what sets you up to drive growth in the future.That al
91、so means understanding the industry,the business and the macro business environment the company is facingand how people can help address what lies ahead.”Lauren Duprey,CHRO at TakedaThe CHRO as a growth executive27CHRO IN ACTIONResilience is everythingIf theres one word to describe the past few year
92、s,its uncertainty.Whether its the pandemic,Russias invasion of Ukraine,rising inflation,the energy crisis or the cryptocurrency crash,businesses have had to adapt quickly to change.Some organizations have even thrived since they have the right mix of people and technology to adapt to changing condit
93、ions.Kerry Dryburgh,Chief People Officer at bp calls this the platform of opportunity.“Its about leading transformation internally and then looking beyond,considering the challenges externally,to make a difference in the world”she says.“Its about purpose and how we respond to societal expectations.A
94、nd then its about engagement and the commerciality.”There are examples of this everywhere in the organization.On a high level,all of bps HR tools and data are in the cloud,all to ensure that employees have the best possible experience.Moving forward,Dryburgh expects to be able to use analytics and i
95、nsights for a real-time look at employee sentimentand react quickly,if necessary.For instance,Dryburghs team found that bp employees who work for great team leaders are 15 points more engaged than those who see their team leader less often and receive less feedback.Moving forward,bp is creating an a
96、genda focused on driving engagement and performance.“So,its having that discussion as opposed to it being about what we intuitively think we need to doand underpinning the why in a much more robust way.”Dryburgh has also found bp is well positioned to support the greater good,beyond whats traditiona
97、lly expected of a CHRO or HR in general.She worked with external partners,including NGOs,to create a system of support for refugeesnot just connecting them with jobs,but linking all the other aspects as well,such as determining if someone needs language training or financial support to cover the cos
98、ts of requalification.Its a complete rethinking of the talent strategy in a time of upheaval that not only helps the business in a time of crisis,but also the people most affected by that crisis.Ultimately,Dryburgh sees resilienceand leveraging that platform of opportunityin three facets.The first i
99、s transformation and using HR tech and talent to help the company evolve and grow to meet its goals in a constantly changing world.(To this end,bp is aided by Accentures transformation GPS tool to help them understand their progress on the journey.)The second is embedding the importance of transform
100、ation and talent throughout the C-suite and with the board and opening the door to collaboration.And the third is leaving a legacy,so that the company and the communities it serves are all better off than when she arrived at bp.Her advice?“Think bigger than the seat that you sit in.”The CHRO as a gr
101、owth executive28Are you ready to join the 5%?The way forward0429Every C-suite leader should be talking about how to tap into and empower the CHRO as a growth executive.It starts by holding the mirror up,individually and collectively,because unlocking growth through data,tech and people is only achie
102、ved together.Consider these four questions:1.Does our culture enable,recognize,and reward leaders to think and act beyond their title to drive growth in new ways?2.Do all of our leaders possess the right data and technology skills(supported by the right processes and tools)to accelerate change toget
103、her,in a boundaryless and frictionless way?3.Do we have differentiated strategies to access talent,create talent and unlock peoples potential?4.Are people Net Better Off working at our company,where all leaders take accountability for this commitment?30“I talk to other CEOs about the CHRO being a bu
104、siness leader and it resonates.Theres a shift from focusing on the concept of corporate function or enabling function to the CHRO as the center of the business.You need to look at your CHRO as being a business leader whos driving your growth and reinvention.And you need to empower them to follow thr
105、ough on that mandate.”Julie Sweet,Chair and CEO,Accenture Future success requires reinvention today.It all starts with connecting data,technology and people;but it takes the right skills and environment for those connections to truly matter,both within the company and beyond.Reaching the top 5%requi
106、res bold leadershipnot only from a High-Res CHRO,but from each member of the C-suite.Every executive must be a growth executive.The CHRO as a growth executive31Ellyn ShookYusuf TayobChief Leadership&Human Resources Officer,AccentureGroup Chief Executive,Accenture OperationsThank you to the following
107、 executives,practitioners,colleagues and partners for their significant contributions:The authors of the report would like to thank the following business leaders and experts for their valuable insights during our interviews and conversations:Vasilisa Barsukova,Michael Benyamin,Mark Emerson,Eric Fal
108、len,Emer Finnegan,Rachel Frey,Lucy Frost,Briana Hanafin,Marc-Antoine Jarry,Dominic King,Elizabeth Koenig,Brian Kropp,Victoria Lee,Amanda McGrath,Samantha Muljadi,Athena Peppes,Katy Rosati,Alex Setnikar,Lorraine Shearing,Sheryl Sober,Jeffrey Ward,Jim WilsonGiuseppe Addezio,Chief Human Resources and O
109、rganization Officer,FerreroChristine Deputy,Chief People Officer,PinterestKerry Dryburgh,Chief People Officer,bpLauren Duprey,CHRO,TakedaDarrell Ford,EVP,Chief Human Resources Officer and Chief Diversity,Equity and Inclusion Officer,UPSFrancine Katsoudas,Chief People,Policy and Purpose Officer,Cisco
110、Donna Morris,Chief People Officer,WalmartChuck Robbins,Chair and CEO,CiscoAcknowledgementsResearch Lead:Laurie HennebornResearch Architect:Gabriela Burlacu,Ph.D.Research Team:Tomas Castagnino,Francis Hintermann,Regina Maruca,Macarena Ortt,Tal Roded,Abira Sathiyanathan,Pragati Sharma,Nataliya Sysenko
111、,Christine Yiannakis Strategic Lead:Joanne Kaufman Marketing Content Lead:Courtney Bonanno Julie Sweet,Chair and CEO,AccentureChristie Smith,LeadTalent&Organization/Human Potential,AccentureJill Kramer,Chief Marketing&Communications Officer,AccentureAuthorsThe CHRO as a growth executive32About the r
112、esearchWe identified leading companies who are unlocking the“growth combination”of data,technology,and people)through data science,text analytics and econometric modelingLeading companies were identified by applying text analytics to earnings call transcripts from S&P Capital IQ,captured in the 2020
113、-2022 timeframe across 3,800 large,global organizations(with annual revenues higher than$500M USD and headcount of more than 1,000 employees.)Strategic focus on talent creation and digital core topics was determined through a set of key words and phrases.Companies were considered“leading”when they w
114、ere found to be in the top quartile in focus across both categories of topics,relative to their industry groups.While 18%of organizations were found to be in the top quartile for just talent creation and 20%for just digital core,5%of organizations were found to be in the top quartile for both.(We fo
115、und 56%of organizations were not strongly focused on either.)We then applied econometric modeling using these organizations financial data,captured through S&P Capital IQ.Top-line productivity levels(measured as revenue per employee,in USD)and yearly revenue growth going back 10 years(2012-2022)were
116、 used to develop a panel regression equation to simulate the impact on revenue growth and productivity of(a)becoming a leading company with regard to digital core and talent creation,and(b)increasing focus on digital core and talent creation topics.We identified High-Res CHROs through global CEO and
117、 CHRO surveysSurveys were conducted between October and November 2022 with 570 CEOs and 570 CHROs across 12 industries(Banking,Insurance,High Tech,Retail,Consumer Goods&Services,Public Sector,Healthcare,Communications and Media,Utilities,Energy,Life Science,Software&Platforms)in 12 countries(Austral
118、ia,Brazil,Canada,China,Germany,France,United Kingdom,India,Japan,Singapore,Switzerland and the United States.)High-Res CHROs were determined by identifying CHROs in the top quartile of scores on a composite variable made up of“perception”(extent to which CEOs and CHROs perceive the CHRO as a High-Re
119、s CHRO)and“reality”(growth initiatives driven by the CHRO)items within the survey.The High-Res CHRO variable was recoded as dichotomous(0=not High-Res CHRO;1=High-Res CHRO)and utilized to determine frequency of High-Res CHROs,as well as enabling environment,profile and pathways to growth specific to
120、 this group.The CHRO as a growth executive33About the researchWe assessed the profile,environment and relationships of High-Res CHROs through data analysis and modeling from survey responses and through in-depth interviewsHigh-Res CHRO profile aspects were determined from CHRO self-evaluative survey
121、 responses,using logistical regression modeling to identify significant drivers of being a High-Res CHRO from a set of hypothesized variables and controlling for demographics and company characteristics.CHROs at and above the mean on all significant drivers were considered to“carry the profile.”Addi
122、tional insights were gathered through in-depth interviews with 17 CEOs and CHROs of large,global organizations across North America,Europe,Latin America and APAC and spanning multiple industries,including:Travel,Life Sciences,Consumer Goods&Services,Retail,Utilities,Banking,Energy,High Tech,Software
123、&Platforms,Oil&Gas.Enabling environmental aspects were determined from CEO survey responses,using logistical regression modeling to identify significant drivers of having a High-Res CHRO from a set of hypothesized variables and controlling for demographics and company characteristics.CEOs at and abo
124、ve the mean on all significant drivers were considered to be“creating the environment.”Additional insights were gathered through in-depth interviews with 17 CEOs and CHROs of large,global organizations.Strength of relationships between the CHRO and different C-level roles were computed from CHRO sur
125、vey responses,measured on a scale of 1(limited)to 4(very strong).The number of relationships labeled as“very strong”were added together,with sum totals compared across High-Res and non-High-Res CHRO groups.Average relationship strength across the roles was also compared.Most critical C-level relatio
126、nship roles were then determined from the largest mean differences in relationship strength across the two groups.A regression equation using average relationship strength as the dependent variable was used to determine accelerators of CHRO relationship strength across the C-suite.We identified how
127、High-Res CHROs are putting change to work through financial analysis,machine learning and survey dataFinancial and non-financial data for the companies that participated in the survey were obtained from S&P Capital IQ.Machine learning algorithms were applied to survey data to surface optimal pathway
128、s to accelerating growth and 360 value,from the actions,initiatives,and approaches the CHRO had taken in the preceding year.These pathways were then grouped together according to key themes identified through in-depth interviews with 17 CEOs and CHROs,that were then confirmed to be three distinct fa
129、ctors using Confirmatory Factor Analysis.These three factors were also evaluated for their strength in driving financial and non-financial impact,determining the primary accelerator of impact among the three.The CHRO as a growth executive341.Accenture,Total Enterprise Reinvention:Reaching a new perf
130、ormance frontier,2023.Based on Accentures proprietary Global Disruption Index,a composite measure that covers economic,social,geopolitical,climate,consumer and technology disruption.We created an overall measure of disruption to assess the level of volatility and change in the external business envi
131、ronment.The index is based on the average of six sub-components,that cover the economic,social,geopolitical,environmental,consumer and technological spheres.Each of the sub-components is based on a set of indexed scores for a range of indicators.2.Accenture Research analysis based on OECD Economic O
132、utlook and Oxford Economics3.Data drawn from survey of 570 CEOs conducted between October and November,2022.See About the Research for more detail.4.Top-line productivity growth based on a predictive model using revenue-per-employee for the past 10 years(2012-2022).See About the Research section for
133、 more information.5.See About the Research section for methodologyReferences6.Accenture defines the“digital core”as a technology architecture that consists of three integrated layers:1)cloud-based infrastructure and security layer,2)modernized and cloud-native applications layer,and 3)data and AI la
134、yer7.Text analytics revealed a unique focus on the following topics and phrases for the 5%of organizations leading in parallel emphasis on digital core and talent creation:Emerging technology,Employee experience,Hybrid and remote work models,Inclusion and diversity,Metaverse,Mobile and web platforms
135、,Security solutions,and Workforce upskilling.8.CHRO is the C-level position with responsibility for the acquisition,retention and engagement of the companys people.This role sometimes goes by other titles,such as Chief People Officer or a Chief People&Culture Officer,to reflect a widening scope.We h
136、ave used CHRO throughout this report for consistency and clarity.9.Surveys were conducted between October and November 2022 with 570 CEOs and 570 CHROs across 12 industries(Banking,Insurance,High Tech,Retail,Consumer Goods&Services,Public Sector,Healthcare,Communications and Media,Utilities,Energy,L
137、ife Science,Software&Platforms)in 12 countries(Australia,Brazil,Canada,China,Germany,France,United Kingdom,India,Japan,Singapore,Switzerland and the United States.)See About the Research section for more information.The CHRO as a growth executive3510.Insights were gathered through in-depth interview
138、s with 17 CEOs and CHROs of large,global organizations across North America,Europe,Latin America and APAC and spanning multiple industries,including:Travel,Life Sciences,Consumer Goods&Services,Retail,Utilities,Banking,Energy,High Tech,Software&Platforms,Oil&Gas.11.Read more about Ferreros journey t
139、o drive growth here:https:/ to Do Better,2020.https:/ managed services are much more than traditional outsourcing.Instead,they are a next-level solution incorporating specialized skills and outcome-based results,delivering reinvention through gain-sharing agreements.Managed services are transformati
140、ve,reduce risk and costs,and see suppliers become true partners in innovation.References14.See About the Research section for methodology15.Accenture,Breaking Through to Innovation at Scale,2023.Based on data from Accentures Art of AI Maturity survey of over 1,600 C-suite executives and data-science
141、 leaders from the worlds largest organizations.https:/ CHRO as a growth executive36This content is provided for general information purposes and is not intended to be used in place of consultation with our professional advisors.Copyright 2023 Accenture.All rights reserved.Accenture and its logo are
142、registered trademarks of Accenture.About AccentureAccenture is a leading global professional services company that helps the worlds leading businesses,governments and other organizations build their digital core,optimize their operations,accelerate revenue growth and enhance citizen services creatin
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