Editor’s Note: Off and Running

By Debbie Bolla

How prepared do employees feel on their first day at a new company? Probably not very, considering that Sapling HR finds that new hires face more than 50 activities they have to complete during onboarding. But some good news: These activities lead to higher productivity and retention, with SHRM reporting 69 percent of employees are more likely to stay with a company for three years if they experienced great onboarding.

But what about CHROs? How can the leaders of human capital best transition for success in a new role? Mercer recently reported the top three areas to zero in on during the first 100 days as a new CHRO. With the 2019 Mercer Global Talent Trends Study finding that high-growth organizations are four times more likely to have an integrated people strategy, it’s critical that CHROs focus on the processes that support the needs of the workforce.

Mercer suggests a three-step approach to ensure a strong start:

1. Understand the business and workforce issues. “What we do in HR starts with the needs of the business,” says John Murabito, CHRO of Cigna, in our cover story profile. So it’s no surprise that CHROs need to spend time during their first 100 days understanding business strategy and how HR can play a role in achieving goals.

2. Develop workforce strategies. What areas of the organization lend the most competitive advantage? What support do they require? Effective human capital practices need to align with business drivers to make a difference to the bottom line.

3. Leading the charge with change. Every CHRO brings a wealth of knowledge from previous experience and when in a new role, they strive to leave their mark on an organization. By developing an action plan, CHROs can outline areas of the organization that will benefit from new approaches. CHROs should ensure that communication management and senior leadership support are part of their overall plan to help aid in the process.

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