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class="interlanguage-link-target"><span>العربية</span></a></li><li class="interlanguage-link interwiki-de mw-list-item"><a href="https://de.wikipedia.org/wiki/Personalchef" title="Personalchef – German" lang="de" hreflang="de" data-title="Personalchef" data-language-autonym="Deutsch" data-language-local-name="German" class="interlanguage-link-target"><span>Deutsch</span></a></li><li class="interlanguage-link interwiki-es mw-list-item"><a href="https://es.wikipedia.org/wiki/Director_de_recursos_humanos" title="Director de recursos humanos – Spanish" lang="es" hreflang="es" data-title="Director de recursos humanos" data-language-autonym="Español" data-language-local-name="Spanish" class="interlanguage-link-target"><span>Español</span></a></li><li class="interlanguage-link interwiki-fa mw-list-item"><a href="https://fa.wikipedia.org/wiki/%D9%85%D8%AF%DB%8C%D8%B1_%D8%A7%D8%B1%D8%B4%D8%AF_%D9%85%D9%86%D8%A7%D8%A8%D8%B9_%D8%A7%D9%86%D8%B3%D8%A7%D9%86%DB%8C" title="مدیر ارشد منابع انسانی – 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resources officer</b> (<b>CHRO</b>) or <b>chief people officer</b> (<b>CPO</b>) is a corporate officer who oversees all aspects of <a href="/wiki/Human_resource_management" title="Human resource management">human resource management</a> and <a href="/wiki/Industrial_relations" title="Industrial relations">industrial relations</a> policies, practices and operations for an organization. Similar job titles include: <i>chief people officer</i>, <i>chief personnel officer</i>, <i>executive vice president of human resources</i> and <i>senior vice president of human resources</i>.<sup id="cite_ref-1" class="reference"><a href="#cite_note-1"><span class="cite-bracket">[</span>1<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-2" class="reference"><a href="#cite_note-2"><span class="cite-bracket">[</span>2<span class="cite-bracket">]</span></a></sup> Roles and responsibilities of a typical CHRO can be categorized as follows: workforce strategist, organizational and performance conductor, HR service delivery owner, <a href="/wiki/Corporate_governance" title="Corporate governance">compliance and governance</a> regulator, and coach and adviser to the senior leadership team and the board of directors. CHROs may also be involved in board member selection and orientation, <a href="/wiki/Executive_compensation" title="Executive compensation">executive compensation</a>, and <a href="/wiki/Succession_planning" title="Succession planning">succession planning</a>.<sup id="cite_ref-3" class="reference"><a href="#cite_note-3"><span class="cite-bracket">[</span>3<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-4" class="reference"><a href="#cite_note-4"><span class="cite-bracket">[</span>4<span class="cite-bracket">]</span></a></sup> In addition, functions such as communications, facilities, public relations and related areas may fall within the scope of the CHRO role. Increasingly, CHROs report directly to chief executive officers and are members of the most senior-level committees of a company (e.g., executive committee or office of the CEO).<sup id="cite_ref-5" class="reference"><a href="#cite_note-5"><span class="cite-bracket">[</span>5<span class="cite-bracket">]</span></a></sup> </p> <meta property="mw:PageProp/toc" /> <div class="mw-heading mw-heading2"><h2 id="Evolution_of_the_profession">Evolution of the profession</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=1" title="Edit section: Evolution of the profession"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The role of the CHRO has evolved rapidly to meet the <a href="/wiki/Human_capital" title="Human capital">human capital</a> needs of organizations operating across multiple regulatory and labor environments. Whereas CHROs once focused on organizations human resources in just one or two countries, today many oversee complex networks of employees on more than one continent and implement workforce development strategies on a global scale. CHROs are especially important now in helping companies navigate the workforce issues associated with expanding into emerging markets, and in developing labor policies to suit different regions of the world while preserving a company's core culture. </p><p>The strategic role of the CHRO has also expanded as workforces are increasingly composed of knowledge workers, and companies require better systems to compete for scarce high-skilled workers. Rather than focusing exclusively on human resource issues and service delivery, CHROs must concentrate on creating strong talent pipelines to both enhance organizational decision-making and secure future growth.<sup id="cite_ref-6" class="reference"><a href="#cite_note-6"><span class="cite-bracket">[</span>6<span class="cite-bracket">]</span></a></sup> These changes in the business landscape have required the CHRO to heighten the focus on talent, capabilities and company culture. </p> <div class="mw-heading mw-heading2"><h2 id="Responsibilities">Responsibilities</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=2" title="Edit section: Responsibilities"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>According to an annual survey conducted by the largest industry group for CHROs, the HR Policy Association in the United States, top CHRO concerns over the years fall roughly into three broad categories: talent, capabilities, and culture.<sup id="cite_ref-7" class="reference"><a href="#cite_note-7"><span class="cite-bracket">[</span>7<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Talent">Talent</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=3" title="Edit section: Talent"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Talent management includes building the quality and depth of talent, including a focus on succession and leadership/employee development. In a separate survey of over 200 U.S. and European CHROs, <a href="/wiki/University_of_South_Carolina" title="University of South Carolina">University of South Carolina</a> professor Patrick Wright<sup id="cite_ref-8" class="reference"><a href="#cite_note-8"><span class="cite-bracket">[</span>8<span class="cite-bracket">]</span></a></sup> found that nearly all participants cited 'talent' as the top priority on their CEO's agenda for HR.<sup id="cite_ref-9" class="reference"><a href="#cite_note-9"><span class="cite-bracket">[</span>9<span class="cite-bracket">]</span></a></sup><sup id="cite_ref-10" class="reference"><a href="#cite_note-10"><span class="cite-bracket">[</span>10<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading3"><h3 id="Capabilities">Capabilities</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=4" title="Edit section: Capabilities"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Managing corporate capabilities includes dealing with rapid changes in technology, globalization, and the increasingly complex external context of government regulations and public policy (impacting union and employee relations, executive compensation, health care, retirement programs, health and safety, etc.). </p><p>The key capabilities required are expected to vary by company based on business strategy and the competitive global environment. Adapting to new technologies and sources of information and communications are essential to success for all companies. Other capabilities the HR function must help the company develop include: managing the external context, managing a multi-generational workforce, adapting to change, and operating effectively in different cultures and business structures. </p> <div class="mw-heading mw-heading3"><h3 id="Culture">Culture</h3><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=5" title="Edit section: Culture"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Cultural issues include organizational change, agility, social networking, ethics and values, innovation, customer focus, <a href="/wiki/Employee_engagement" title="Employee engagement">employee engagement</a>, diversity and inclusiveness, and multiculturalism.<sup id="cite_ref-11" class="reference"><a href="#cite_note-11"><span class="cite-bracket">[</span>11<span class="cite-bracket">]</span></a></sup> </p><p>The human resources function has a leadership role in helping shape the culture of the company. Ensuring that the values of the company are communicated and understood at all levels, providing clarity as to the expected behavior of all employees and the development of a high performance culture are important aspects of the CHRO role. When an employee's behavior is inconsistent with the values of the company, the human resources function is responsible for ensuring that such situations are dealt with fairly. The HR function also helps the organization establish and maintain high levels of employee engagement and commitment. </p><p>Increasingly, companies are relying on external partners, joint-ventures, as well as merged and acquired companies as sources of innovation, capabilities and growth. Establishing a culture that is supportive of such external partnerships is an area where the HR function plays an important role.<sup id="cite_ref-12" class="reference"><a href="#cite_note-12"><span class="cite-bracket">[</span>12<span class="cite-bracket">]</span></a></sup> </p><p>Summarizing the findings of a recent study of HR leaders, Randy MacDonald, former CHRO for <a href="/wiki/IBM" title="IBM">IBM</a>, indicated that the three key workforce gaps CHROs cite as the biggest opportunities for HR are: </p> <ul><li>Cultivating creative leaders who can more nimbly lead in complex, global environments</li> <li>Mobilizing for greater speed and flexibility producing significantly greater capability to adjust underlying costs and faster ways to allocate talent</li> <li>Capitalizing on <a href="/wiki/Collective_intelligence" title="Collective intelligence">collective intelligence</a> through much more effective collaboration across increasingly global teams.<sup id="cite_ref-13" class="reference"><a href="#cite_note-13"><span class="cite-bracket">[</span>13<span class="cite-bracket">]</span></a></sup></li></ul> <div class="mw-heading mw-heading2"><h2 id="Path_to_becoming_a_CHRO">Path to becoming a CHRO</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=6" title="Edit section: Path to becoming a CHRO"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>The CHRO is the top HR position, but those who attain this role arrive there by working in a variety of functions both within the HR function and other functional and leadership roles both inside their company and across industries and employers.<sup id="cite_ref-TOPCHRO_14-0" class="reference"><a href="#cite_note-TOPCHRO-14"><span class="cite-bracket">[</span>14<span class="cite-bracket">]</span></a></sup> In a 2011 survey of top HR leaders, roughly two-thirds of CHROs indicated they worked outside HR at some time in their career. There is also significant movement between companies with only 36% of US CHROs gaining their position through internal promotion.<sup id="cite_ref-15" class="reference"><a href="#cite_note-15"><span class="cite-bracket">[</span>15<span class="cite-bracket">]</span></a></sup> In terms of HR experience, one survey indicated that the most common area of functional experience for CHROs is talent management; the next most common experience is <a href="/wiki/Compensation_and_benefits" title="Compensation and benefits">compensation and benefits</a>, followed by organizational culture. Current CHROs have had broader functional experience in HR than their predecessors and are less likely to have had experience in labor relations than past CHROs. </p> <div class="mw-heading mw-heading2"><h2 id="Job_description">Job description</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=7" title="Edit section: Job description"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <p>Two recently published books about the CHRO profession, <i>The Talent Masters: Why Smart Leaders Put People Before Numbers</i>, by Bill Conaty and Ram Charan;<sup id="cite_ref-16" class="reference"><a href="#cite_note-16"><span class="cite-bracket">[</span>16<span class="cite-bracket">]</span></a></sup> and <i>The Chief Human Resource Officer, Defining the Role of Human Resource Leaders</i> by Pat Wright, offer insights into the profession from its leading practitioners.<sup id="cite_ref-17" class="reference"><a href="#cite_note-17"><span class="cite-bracket">[</span>17<span class="cite-bracket">]</span></a></sup> </p><p>The perennial top priority for CHROs is talent management. In <i>The Chief Human Resource Officer, Defining the Role of Human Resource Leaders</i>, Eva Sage-Gavin, former CHRO for the Gap emphasizes this point saying, "... at the end of the day, you and your team are the experts at talent management and must be able to understand and identify good versus great talent… Identifying critical positions, the great attributes needed to fill them, and prioritizing recruiting strategies accordingly was the key to success, whether I was working with engineers, apparel designers, or international operations management."<sup id="cite_ref-18" class="reference"><a href="#cite_note-18"><span class="cite-bracket">[</span>18<span class="cite-bracket">]</span></a></sup> Kevin Cox, CHRO for <a href="/wiki/American_Express" title="American Express">American Express</a>, argues that "Great CHROs (and great CEOs) understand that talent needs to be developed in thoughtful, but not incremental, ways. Getting the balance right between ‘stretch’ and ‘in over her head’ isn't easy, but it is vital to the success of a world-class talent strategy."<sup id="cite_ref-19" class="reference"><a href="#cite_note-19"><span class="cite-bracket">[</span>19<span class="cite-bracket">]</span></a></sup> </p><p>The CHRO helps the company build sustainable competitive advantage through the selection and development of top talent that possess capabilities that help differentiate the company from its competitors. Conaty and Charan emphasize this point in <i>Talent Masters</i> by noting that “Only one competency lasts. It is the ability to create a steady, self-renewing stream of leaders. Money is just a commodity. Talent supplies the edge. We can’t put it any better than Ron Nersesian, the head of <a href="/wiki/Agilent_Technologies" title="Agilent Technologies">Agilent Technologies</a>’ Electronic Measurement Group: ‘Developing people’s talent is the whole of the company at the end of the day. Our products all are time- perishable. The only thing that stays is the institutional learning and the development of the skills and the capabilities that we have in our people.’”<sup id="cite_ref-20" class="reference"><a href="#cite_note-20"><span class="cite-bracket">[</span>20<span class="cite-bracket">]</span></a></sup> </p><p>Other leading CHROs emphasise additional aspects of HR leadership, such as delivering results with a global team – a major challenge identified by Hugh Mitchell,<sup id="cite_ref-21" class="reference"><a href="#cite_note-21"><span class="cite-bracket">[</span>21<span class="cite-bracket">]</span></a></sup> – and developing and communicating an <a href="/wiki/Employee_value_proposition" title="Employee value proposition">employee value proposition</a> that will differentiate the company in its efforts to attract and retain the caliber of talent needed to achieve its business objectives, as emphasized by Michael Davis, former CHRO for <a href="/wiki/General_Mills" title="General Mills">General Mills</a>.<sup id="cite_ref-22" class="reference"><a href="#cite_note-22"><span class="cite-bracket">[</span>22<span class="cite-bracket">]</span></a></sup> </p> <div class="mw-heading mw-heading2"><h2 id="References">References</h2><span class="mw-editsection"><span class="mw-editsection-bracket">[</span><a href="/w/index.php?title=Chief_human_resources_officer&action=edit&section=8" title="Edit section: References"><span>edit</span></a><span class="mw-editsection-bracket">]</span></span></div> <style data-mw-deduplicate="TemplateStyles:r1239543626">.mw-parser-output .reflist{margin-bottom:0.5em;list-style-type:decimal}@media screen{.mw-parser-output .reflist{font-size:90%}}.mw-parser-output .reflist .references{font-size:100%;margin-bottom:0;list-style-type:inherit}.mw-parser-output .reflist-columns-2{column-width:30em}.mw-parser-output .reflist-columns-3{column-width:25em}.mw-parser-output .reflist-columns{margin-top:0.3em}.mw-parser-output .reflist-columns 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IBM Corp. p. 3.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=unknown&rft.btitle=Working+Beyond+Borders%3A+Insights+from+the+Global+Chief+Human+Resource+Officer+Study&rft.pages=3&rft.pub=IBM+Corp.&rft_id=https%3A%2F%2Fwww-935.ibm.com%2Fservices%2Fc-suite%2Fchro%2Fstudy%2F&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-TOPCHRO-14"><span class="mw-cite-backlink"><b><a href="#cite_ref-TOPCHRO_14-0">^</a></b></span> <span class="reference-text"><a rel="nofollow" class="external text" href="https://www.topchro.com/becoming-top-chro">Becoming Top CHRO</a>. <i>TOPCHRO</i>, Retrieved 2020-02-07</span> </li> <li id="cite_note-15"><span class="mw-cite-backlink"><b><a href="#cite_ref-15">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWright" class="citation web cs1">Wright, Patrick. <a rel="nofollow" class="external text" href="http://www.hrpolicy.org/commentary/blog/the-sorry-state-of-chro-succession-9393">"The Sorry State of CHRO Succession"</a>. <i>View From the Top</i>. HR Policy Association<span class="reference-accessdate">. Retrieved <span class="nowrap">3 September</span> 2011</span>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Ajournal&rft.genre=unknown&rft.jtitle=View+From+the+Top&rft.atitle=The+Sorry+State+of+CHRO+Succession&rft.aulast=Wright&rft.aufirst=Patrick&rft_id=http%3A%2F%2Fwww.hrpolicy.org%2Fcommentary%2Fblog%2Fthe-sorry-state-of-chro-succession-9393&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-16"><span class="mw-cite-backlink"><b><a href="#cite_ref-16">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFConaty_and_Charan2010" class="citation book cs1">Conaty and Charan (2010). <i>The Talent Masters</i>. Crown Business. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0307460264" title="Special:BookSources/978-0307460264"><bdi>978-0307460264</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Talent+Masters&rft.pub=Crown+Business&rft.date=2010&rft.isbn=978-0307460264&rft.au=Conaty+and+Charan&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-17"><span class="mw-cite-backlink"><b><a href="#cite_ref-17">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWright2011" class="citation book cs1">Wright, Patrick (2011). <a rel="nofollow" class="external text" href="http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470905344.html"><i>The Chief HR Officer: Defining the New Role of Human Resource Leaders</i></a>. San Francisco: John Wiley & Sons.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Chief+HR+Officer%3A+Defining+the+New+Role+of+Human+Resource+Leaders&rft.place=San+Francisco&rft.pub=John+Wiley+%26+Sons&rft.date=2011&rft.aulast=Wright&rft.aufirst=Patrick&rft_id=http%3A%2F%2Fwww.wiley.com%2FWileyCDA%2FWileyTitle%2FproductCd-0470905344.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-18"><span class="mw-cite-backlink"><b><a href="#cite_ref-18">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWright" class="citation book cs1">Wright. <a rel="nofollow" class="external text" href="http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470905344.html"><i>The Chief HR Officer</i></a>. p. 26.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Chief+HR+Officer&rft.pages=26&rft.au=Wright&rft_id=http%3A%2F%2Fwww.wiley.com%2FWileyCDA%2FWileyTitle%2FproductCd-0470905344.html&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-19"><span class="mw-cite-backlink"><b><a href="#cite_ref-19">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFWright2011" class="citation book cs1">Wright (2011-04-19). <i>The Chief HR Officer</i>. John Wiley & Sons. p. 74. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0470905340" title="Special:BookSources/978-0470905340"><bdi>978-0470905340</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Chief+HR+Officer&rft.pages=74&rft.pub=John+Wiley+%26+Sons&rft.date=2011-04-19&rft.isbn=978-0470905340&rft.au=Wright&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-20"><span class="mw-cite-backlink"><b><a href="#cite_ref-20">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFConaty_and_Charan2010" class="citation book cs1">Conaty and Charan (2010). <i>The Talent Masters</i>. Crown Business. p. 2. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0307460264" title="Special:BookSources/978-0307460264"><bdi>978-0307460264</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Talent+Masters&rft.pages=2&rft.pub=Crown+Business&rft.date=2010&rft.isbn=978-0307460264&rft.au=Conaty+and+Charan&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-21"><span class="mw-cite-backlink"><b><a href="#cite_ref-21">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFConaty_and_Charan2010" class="citation book cs1">Conaty and Charan (2010). <i>The Talent Masters</i>. Crown Business. p. 227. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0307460264" title="Special:BookSources/978-0307460264"><bdi>978-0307460264</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Talent+Masters&rft.pages=227&rft.pub=Crown+Business&rft.date=2010&rft.isbn=978-0307460264&rft.au=Conaty+and+Charan&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> <li id="cite_note-22"><span class="mw-cite-backlink"><b><a href="#cite_ref-22">^</a></b></span> <span class="reference-text"><link rel="mw-deduplicated-inline-style" href="mw-data:TemplateStyles:r1238218222"><cite id="CITEREFConaty_and_Charan2010" class="citation book cs1">Conaty and Charan (2010). <i>The Talent Masters</i>. Crown Business. pp. 93–94. <a href="/wiki/ISBN_(identifier)" class="mw-redirect" title="ISBN (identifier)">ISBN</a> <a href="/wiki/Special:BookSources/978-0307460264" title="Special:BookSources/978-0307460264"><bdi>978-0307460264</bdi></a>.</cite><span title="ctx_ver=Z39.88-2004&rft_val_fmt=info%3Aofi%2Ffmt%3Akev%3Amtx%3Abook&rft.genre=book&rft.btitle=The+Talent+Masters&rft.pages=93-94&rft.pub=Crown+Business&rft.date=2010&rft.isbn=978-0307460264&rft.au=Conaty+and+Charan&rfr_id=info%3Asid%2Fen.wikipedia.org%3AChief+human+resources+officer" class="Z3988"></span></span> </li> </ol></div> <div class="navbox-styles"><style data-mw-deduplicate="TemplateStyles:r1129693374">.mw-parser-output .hlist dl,.mw-parser-output .hlist ol,.mw-parser-output .hlist ul{margin:0;padding:0}.mw-parser-output .hlist dd,.mw-parser-output .hlist dt,.mw-parser-output .hlist li{margin:0;display:inline}.mw-parser-output .hlist.inline,.mw-parser-output .hlist.inline dl,.mw-parser-output .hlist.inline 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href="/wiki/Template:Corporate_titles" title="Template:Corporate titles"><abbr title="View this template">v</abbr></a></li><li class="nv-talk"><a href="/wiki/Template_talk:Corporate_titles" title="Template talk:Corporate titles"><abbr title="Discuss this template">t</abbr></a></li><li class="nv-edit"><a href="/wiki/Special:EditPage/Template:Corporate_titles" title="Special:EditPage/Template:Corporate titles"><abbr title="Edit this template">e</abbr></a></li></ul></div><div id="Corporate_titles" style="font-size:114%;margin:0 4em"><a href="/wiki/Corporate_title" title="Corporate title">Corporate titles</a></div></th></tr><tr><th scope="row" class="navbox-group" style="width:1%">Chief officers</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Chief_accessibility_officer" title="Chief accessibility officer">Accessibility</a></li> <li><a href="/wiki/Chief_administrative_officer" title="Chief administrative officer">Administrative</a></li> <li><a href="/wiki/Chief_analytics_officer" title="Chief analytics officer">Analytics</a></li> <li><a href="/wiki/Chief_audit_executive" title="Chief audit executive">Audit</a></li> <li><a href="/wiki/Chief_automation_officer" title="Chief automation officer">Automation</a></li> <li><a href="/wiki/Chief_brand_officer" class="mw-redirect" title="Chief brand officer">Brand</a></li> <li><a href="/wiki/Chief_business_officer" title="Chief business officer">Business</a></li> <li><a href="/wiki/Chief_channel_officer" title="Chief channel officer">Channel</a></li> <li><a href="/wiki/Chief_commercial_officer" title="Chief commercial officer">Commercial</a></li> <li><a href="/wiki/Public_relations_officer" title="Public relations officer">Communications</a></li> <li><a href="/wiki/Chief_compliance_officer" title="Chief compliance officer">Compliance</a></li> <li><a href="/wiki/Chief_content_officer" title="Chief content officer">Content</a></li> <li><a href="/wiki/Chief_creative_officer" title="Chief creative officer">Creative</a></li> <li><a href="/wiki/Chief_data_officer" title="Chief data officer">Data</a></li> <li><a href="/wiki/Chief_design_officer" title="Chief design officer">Design</a></li> <li><a href="/wiki/Chief_digital_officer" title="Chief digital officer">Digital</a></li> <li><a href="/wiki/Chief_diversity_officer" title="Chief diversity officer">Diversity</a></li> <li><a href="/wiki/Chief_executive_officer" title="Chief executive officer">Executive</a></li> <li><a href="/wiki/Chief_experience_officer" title="Chief experience officer">Experience</a></li> <li><a href="/wiki/Chief_financial_officer" title="Chief financial officer">Financial</a></li> <li><a href="/wiki/Chief_gaming_officer" title="Chief gaming officer">Gaming</a></li> <li><a href="/wiki/Chief_happiness_officer" title="Chief happiness officer">Happiness</a></li> <li><a class="mw-selflink selflink">Human resources</a></li> <li><a href="/wiki/Chief_information_officer" title="Chief information officer">Information</a></li> <li><a href="/wiki/Chief_information_security_officer" title="Chief information security officer">Information security</a></li> <li><a href="/wiki/Chief_innovation_officer" title="Chief innovation officer">Innovation</a></li> <li><a href="/wiki/Chief_investment_officer" title="Chief investment officer">Investment</a></li> <li><a href="/wiki/Chief_knowledge_officer" title="Chief knowledge officer">Knowledge</a></li> <li><a href="/wiki/Chief_learning_officer" title="Chief learning officer">Learning</a></li> <li><a href="/wiki/General_counsel" title="General counsel">Legal</a></li> <li><a href="/wiki/Chief_marketing_officer" title="Chief marketing officer">Marketing</a></li> <li><a href="/wiki/Chief_Medical_Officer" class="mw-redirect" title="Chief Medical Officer">Medical</a></li> <li><a href="/wiki/Chief_merchandising_officer" title="Chief merchandising officer">Merchandising</a></li> <li><a href="/wiki/Chief_networking_officer" title="Chief networking officer">Networking</a></li> <li><a href="/wiki/Chief_operating_officer" title="Chief operating officer">Operating</a></li> <li><a href="/wiki/Chief_privacy_officer" title="Chief privacy officer">Privacy</a></li> <li><a href="/wiki/Chief_procurement_officer" title="Chief procurement officer">Procurement</a></li> <li><a href="/wiki/Chief_product_officer" title="Chief product officer">Product</a></li> <li><a href="/wiki/Chief_research_officer" title="Chief research officer">Research</a></li> <li><a href="/wiki/Chief_restructuring_officer" title="Chief restructuring officer">Restructuring</a></li> <li><a href="/wiki/Chief_revenue_officer" title="Chief revenue officer">Revenue</a></li> <li><a href="/wiki/Chief_risk_officer" title="Chief risk officer">Risk</a></li> <li><a href="/wiki/Chief_scientific_officer" title="Chief scientific officer">Science</a></li> <li><a href="/wiki/Chief_security_officer" title="Chief security officer">Security</a></li> <li><a href="/wiki/Chief_solutions_officer" title="Chief solutions officer">Solutions</a></li> <li><a href="/wiki/Chief_strategy_officer" title="Chief strategy officer">Strategy</a></li> <li><a href="/wiki/Chief_sustainability_officer" title="Chief sustainability officer">Sustainability</a></li> <li><a href="/wiki/Chief_technology_officer" title="Chief technology officer">Technology</a></li> <li><a href="/wiki/Chief_visionary_officer" title="Chief visionary officer">Visionary</a></li> <li><a href="/wiki/Chief_web_officer" title="Chief web officer">Web</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Senior executives</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Chairperson" class="mw-redirect" title="Chairperson">Chairperson</a></li> <li><a href="/wiki/Creative_director" title="Creative director">Creative director</a></li> <li><a href="/wiki/Development_director" title="Development director">Development director</a></li> <li><a href="/wiki/General_counsel" title="General counsel">General counsel</a></li> <li><a href="/wiki/Executive_director" title="Executive director">Executive director</a></li> <li><a href="/wiki/Non-executive_director" title="Non-executive director">Non-executive director</a></li> <li><a href="/wiki/President_(corporate_title)" title="President (corporate title)">President</a></li> <li><a href="/wiki/Representative_director_(Japan)" title="Representative director (Japan)">Representative director</a></li> <li><a href="/wiki/Vice_president" title="Vice president">Vice president</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Mid-level executives</th><td class="navbox-list-with-group navbox-list navbox-odd hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Management" title="Management">Manager</a></li> <li><a href="/wiki/General_manager" title="General manager">General manager</a></li> <li><a href="/wiki/Account_manager" title="Account manager">Account manager</a></li> <li><a href="/wiki/Supervisor" title="Supervisor">Supervisor</a></li> <li><a href="/wiki/Product_manager" title="Product manager">Product manager</a></li> <li><a href="/wiki/Supervisor" title="Supervisor">Foreman</a></li></ul> </div></td></tr><tr><th scope="row" class="navbox-group" style="width:1%">Related topics</th><td class="navbox-list-with-group navbox-list navbox-even hlist" style="width:100%;padding:0"><div style="padding:0 0.25em"> <ul><li><a href="/wiki/Board_of_directors" title="Board of directors">Board of directors</a></li> <li><a href="/wiki/Corporate_governance" title="Corporate governance">Corporate governance</a></li> <li><a href="/wiki/Executive_compensation" title="Executive compensation">Executive compensation</a></li> <li><a href="/wiki/List_of_business_and_finance_abbreviations" title="List of business and finance abbreviations">List of business and finance abbreviations</a></li> <li><a href="/wiki/Senior_management" title="Senior management">Senior management</a></li> <li><a href="/wiki/Supervisory_board" title="Supervisory board">Supervisory board</a></li> <li><a href="/wiki/Talent_management" title="Talent management">Talent management</a></li></ul> </div></td></tr></tbody></table></div>    </div><noscript><img src="https://login.wikimedia.org/wiki/Special:CentralAutoLogin/start?type=1x1" alt="" width="1" height="1" style="border: none; position: absolute;"></noscript> <div class="printfooter" data-nosnippet="">Retrieved from "<a dir="ltr" href="https://en.wikipedia.org/w/index.php?title=Chief_human_resources_officer&oldid=1237751312">https://en.wikipedia.org/w/index.php?title=Chief_human_resources_officer&oldid=1237751312</a>"</div></div> <div id="catlinks" class="catlinks" data-mw="interface"><div 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