The company’s sense of pride in their work is unquestionable, however, the business is also well aware of the challenges that exist in creating, managing and developing this workforce. 

Giving employees control and power

According to Moens one issue facing the sector is that workers do not have a good perspective on, or transparency around their career options. To some extent workers are simply putting their heads down and doing the job, and while SBM’s record for employee satisfaction is higher than the industry average, the business believed it could do better, not least in continuing to address the gender imbalance that pervades the industry.

In order to do this, the company decided to move away from the existing more paternalistic style towards something that offered the chance for an ‘adult to adult’ relationship between manager and employee, and across the company.

“We wanted our employees to be in the driving seat of their own careers,” explains Moens, “and to do do that we needed to have a dialogue about the competency and ability of each employee. Through that we could also define and measure the contribution of the employee to the company goals.”

Building a competency structure that works

The answer was to create a competency structure which covered every role within the business. Unsurprisingly, creating the framework alone took more than a year of work, redefining the architecture of how each role related to another, and then working with managers on the functional and behavioural competencies relating to each position.

Having completed that and made it accessible through the HR IT system the company is now engaging in the first self-assessments by employees. During these assessments the employee initially decides how they compare to each competency – are they ‘junior’ or ‘mastering’ the competency – and these self-assessments are then validated by their immediate managers. 

The competency structure has also enabled the business to create career paths within each job family.  There are now graphic representations – “Metro maps” – depicting career paths within the company giving employees a clear visualisation of where they currently are and where they can go.

A positive mind shift for employees

“The shift has moved our employees from asking ‘what do I need to do’ to being able to assess what they are capable of doing and how they can build on that,” says Moens. 

“With that information they can then make their best contribution to the overall business goal. We hope that this will support our position where no-one in the company just comes to work to get a pay check.

Within the realms for HR, there is one question that persistently caught me dumbfounded for words. And that is the number of (Singapore) CHROs that become CEOs.

For the longest time, I did not have an answer because no one naturally came to my mind. Are there even any CHROs that became CEO?

In the global context, yes.

There are a number of them that took over the top job at companies. People such as:

1. Lisa M. Weber – Former President of MetLife
2. Mary Barra – CEO of General Motors, who held HR roles before her CEO ascension.
3. Nigel Travis – CEO of Dunkin’ Brands Group (2009-Present), previously head of HR for Burger King.
4. Anne Mulcahy – CEO of Xerox (2001-2009), worked as vice president for human resources before becoming CEO.
5. Bernard Fontana – CEO of Areva (2015), was the CHRO of ArcelorMittal before becoming CEO.

So why can’t I immediately think of a single name in my local context?

There isn’t a study to show the percentage of CHROs that became CEOs versus other functions such as COO, CFO, or SVP of Sales.

However, it is generally understood that the path from CHRO to CEO is less common than from other executive roles that are traditionally seen as more directly tied to a company’s core business operations and financial performance, such as COO or CFO.

According to a 2019 study that studied the best path to becoming a CEO, the most common functions from which CEOs of Fortune 100 companies emerge are:

1. Operations: 25% of Fortune 100 CEOs began their careers in an operational role.
2. Finance: 22% of Fortune 100 CEOs started in finance-related functions.
3. Engineering: 17% of CEOs came from an engineering background.
4. Sales/Marketing: 13% had a sales or marketing background.
5. Accounting: 11% started in accounting.
6. Law: 7% of CEOs had a legal background.

Additionally, the roles of CFO, COO, and head of division are the most frequent stepping stones to the CEO role, with 66% of current Fortune 100 CEOs having held one of these three positions prior to becoming CEO.

The percentage of CHRO is so low that it did not warrant a mention by the author of the study.

Why are CHROs ignored for the top job?

Well, there are a few key reasons:

1. Skill Set Perception and Stereotyping: CHROs are often stereotyped as lacking the broad business acumen and strategic vision required for the CEO role.
2. Limited P&L Experience: Many CHROs do not have direct experience managing profit and loss (P&L), which is a critical skill for CEOs who need to drive business growth and manage overall profitability.
3. Limited Exposure to External Stakeholders: CHROs typically focus on internal stakeholders and may have less experience dealing with external parties such as investors, customers, and regulatory bodies, which is essential for CEOs.
4. Strategic Leadership Versus Operational Focus: The CHRO role is often more operational and focused on human resources management, while the CEO role requires a strategic and visionary approach to lead the company.
5. Succession Planning and Organisational Culture: Boards and committees often prioritise candidates with traditional leadership experiences in operations or sales for CEO roles, potentially overlooking CHROs.

It’s also important to note that only 1% of CHROs specifically aspire to become CEOs, indicating a motivation gap that may also contribute to the rarity of this transition.

Despite all these challenges, there is a growing recognition of the strategic value that HR leaders can bring to the CEO role, especially as companies increasingly prioritise talent management and organisational culture as key components of business success.

Especially so in the age of commoditised AI. 

What can CHROs do about it?

To address these challenges and increase the likelihood of CHROs transitioning to CEO roles, several strategies can be employed:

• Diversifying Skill Sets: CHROs could seek opportunities to broaden their skill sets beyond HR, such as engaging in cross-functional projects or pursuing executive education in finance or strategy.
• Enhancing Business Acumen: Gaining exposure to external stakeholders and aligning HR initiatives with strategic objectives can help CHROs demonstrate their understanding of business drivers and revenue strategies.
• Embracing Strategic Leadership: Focusing on high-level strategic initiatives within their role and demonstrating the ability to communicate effectively with external stakeholders can position CHROs as credible candidates for the CEO role.

Moreover, the role of the CHRO in CEO succession planning is crucial, as they play a pivotal role in establishing a succession planning process, identifying and monitoring CEO successor candidates, and ensuring a smooth transition. 

This involvement in succession planning underscores the strategic importance of the CHRO role and its potential as a stepping stone to the CEO position.

But ultimately, it all has to begin with the motivation to become a CEO. And that would come from knowing that although it is rare, it is not impossible.

So how many Singapore CHROs became CEOs? 

According to my LinkedIn search, the answer is two. Vincent Tan, the CEO at Comfort Driving School who started with them as a VP, Group HR before becoming their COO and, now, their CEO. The other CEO is Wei-Lyn Loh, the CEO at Asia Capital Re. She was their Head of HR before becoming their Chief Corporate Officer, COO and finally CEO.

I do know of one CHRO who is currently a COO. Perhaps the number would grow to three soon. But in a country with 186 CHROs (again, my LinkedIn search), two or three appears to be less than a drop in the ocean.

While the path from CHRO to CEO is less common, it is not insurmountable. By collectively addressing perceptions, gaining business exposure, and embracing strategic leadership, HR professionals can position themselves as credible candidates for the CEO role. 

Don’t underestimate the power of the CHRO: with the right skills and experience, they could be the next generation of visionary CEOs.

And it may help me to be less dumbfounded when I am asked the same question in the near future.

In the past year, I have interviewed many people who were dissatisfied with a work culture that demands long hours, high stress, and constant productivity. Many voiced that they feel that the promise (and even the gain) of success and rewards is not worth the toll on their health and happiness – a few voicing that they just wanted to give it up and live a simpler life. It reminded me of a vintage BBC TV comedy series made in the 1970s called The Good Life where a couple gave up the corporate race to live sustainably, and the comedy rested on them comparing notes to the couple next door that stayed in the corporate rat race. The interviews reflected an idea that seems to be gaining ground again that more workers are now being drawn to the idea of ‘anti-work’. Numerous new studies show this is a movement, or at least a drive, that challenges the necessity and value of most modern jobs. Studies show that people are planning to quit their careers and live more simply and freely – and it might fuelled by the lockdown experience. It may also be pushed by younger generations in the workplace who don’t seem to buy into the corporate speak of give your company a 110% and hustle harder for success.

According to generational studies, Gen Z, the youngest cohort in the workforce, is more sceptical of the hustle culture that millennials embraced. They want a better balance between work and life, and they are not willing to sacrifice their wellbeing for their employers. They have seen the effects of burnout and many are rejecting it. Many are saying no to exploitative and toxic work environments. Ali Orr, Director of Student Development at Kingston, argues: “Organisations will increasingly need to communicate how their culture and values align with this purpose journey.” He also notes a change in younger generations. Orr argues that he has seen a definite shift in recent years in what students are seeking from potential employers: “there is a greater priority being attached to work-life balance, and to company culture and values. That’s hardly surprising when this generation has lived through a pandemic and cost of living crisis before they’ve even graduated, and the global challenges that they are inheriting.”

A movement for all generations

Has the impact of over consumption, not just on goods, but in jobs, led to fuelling the anti-work thinking, not just for GenZ but for all generations? Where work doesn’t just pay the bills, but enriches everyone’s lives. I would argue that leaders have contributed to developing an anti-work movement themselves with strategies built on words like; ‘we are a mission, values, purpose, organisation where social impact takes centre stage’.

At the heart of the anti-work movement lies a critique of this ‘hustle culture’ that has permeated our professional lives. We have the contradiction of wellness at work but still feel the pressure to wear busy-ness as a badge of honour, sacrificing wellbeing for the elusive promise of success. The phrase ‘anti-work’ might conjure images of slackers and freeloaders, but delve deeper and you’ll see how younger generation disillusioned feel with a system that feels rigged against them. However hard they save on avocado toast and Netflix, buying a house on their salary a far away dream. Their demands of more balanced and good work, might hold the key to unlocking a future.

Professor Nick Kemsley Director at N Kemsley Consulting Ltd , and HR Centre, Henley Business School has said the link between how people feel about work, and indeed anti-work, raises a valid question around the “product” of organisations. Kemsley suggests that the reality for many is that the products, services, customer and employees are somewhere in the middle of the value chain; and that the real product driving everything is a return to institutional shareholders above everything. This positions employees as ‘costs to be minimised’ in some organisations. This has been reinforced by the recent cost of living crisis exposing lack of wage inflation and the scaling back of customer contact mechanisms post pandemic. A valid question, says Kemsley “What does your company do of value” is being asked more and more by the current and future talent generation. What they hear back is now, often rightly, seen as window dressing. Indeed, Orr suggests that his work with students is shifting now to work that is enabling students to cultivate their own purpose and identify how they can find it through work.

What is a good life?

Workers are absorbing such words not as banal statements on a reception wall, but for real, prompting a re-evaluation of what truly constitutes a ‘good life’. Richard Freeman CEO of Always Possible suggests that the future of work is not a divide between ‘life’ and ‘labour’. Freeman adds that workspaces need to be engineered as centres of creativity and capability, not mechanical tasks. “Technology’s single duty is to make it easier to be human, so that the bits only humans can do are only ‘work’ in the sense that you are under contract,” he says.

The work-life balance

All of my interviews sparked conversations about work-life balance. Just the critique of anti-work in work culture, has a potential to significantly shift our attitudes towards work and burnout. Many individuals I spoke with discussed and re-evaluated what constitutes a fulfilling life beyond their job title. Many highlighted the mental and physical toll of burnout. In some ways the anti-work movement encourages open discussions about mental health in the workplace, potentially reducing stigma and normalizing taking breaks and seeking help. Anti-work started with no-work and now has also moulded into an idea of less ‘over-work’, which might seem like a recipe for disaster for many organisations, but consider the unintended consequences of over-work. Companies, facing a talent exodus, are being forced to re-evaluate their offerings. Suddenly, flexible work arrangements, competitive wages, and a genuine focus on employee wellbeing aren’t just perks; they’re survival tactics on talent and retention for the best people.

This creates a ripple effect, pushing the entire market towards better working conditions for everyone. Kemsley adds that the basic issue is that talent is now looking at organisations in an entirely different way than organisations are looking at talent: “most of our career and talent assumptions have their roots in the period 1950-1979. Your career is ‘the time you work for us’ is the best example of this mismatch”. From my interviews I would say that the impact goes beyond individual workplaces, a view echoed by Jane Barrett, a coach, founder of The Career Farm and author ‘Taking Charge Of Your Career’: “I’ve more people at a younger age embracing a flexible freelance lifestyle or micro-entrepreneurship. Covid has seen a rise in ‘remote first’ jobs and highly skilled and experienced people can demand this.”

Automation and AI arrives

Automation and AI is of course a looming challenge, and ensuring everyone benefits from a potential shift in work structures will require careful planning and social safety nets. Can companies truly offer purpose in a world increasingly driven by automation and efficiency? Can the traditional notion of a “job” adapt to the aspirations of a generation raised on instant gratification and side hustles? And has transparency of what work is like on the inside enabled the shift? Derek Moseley, Director of Sales and Marketing – Corporate Development at Henley Business School says yes, and that “in this data-rich world of Glassdoor, company reviews, news articles and multiple other data points, it becomes more difficult for organisations to hide their culture behind glossy corporate veneer. In relation to AI and impact on vulnerable groups, ethical organisations may do well to consider using the productivity/cost savings that they bring to focus on ‘ethical’ projects rather than pocket the money.”

The purpose of work

The anti-work movement shines a spotlight on the very purpose of work in our society. Is it merely a means to an end a hamster wheel of production and consumption? Or can it be something more, a source of meaning, fulfilment, and contribution to a larger purpose? And how can we ensure that this evolution towards a more fulfilling work culture doesn’t leave vulnerable populations behind – and we retain equity and diversity? Freeman adds: “the reality, we’re more focused on making, inventing, selling, servicing, thinking, designing, transporting and repairing as enjoyable crafts. The challenge is to construct a work culture that enriches – and that especially includes trade, care, and production-line roles. This isn’t utopia anymore. It’s a strategic inevitability – for a future where work and technology serves individuals and communities, not the other way around.”

It’s important to note that there are diverse perspectives within the anti-work movement itself, and its long-term impact remains to be seen. And indeed diversity itself should be accounted for – as with the BBC series, The Good Life, pushing back against traditional corporate work was easier for people who experienced it and came from privileged backgrounds. Likewise saying all GenZers can afford to pull back from over-work isn’t true – not least because of financial hardships. Groups that have gained confidence to say this type of work isn’t for me, may only be a choice for some, as social mobility, race and gender inequity make this an impossible ideal for many.

Radical change or smaller improvements?

However, the influence on social discourse of anti-work is immense and its potential to challenge harmful workplace norms cannot be ignored. Whether it brings about radical change or incremental improvements, the anti-work movement is prompting a much-needed re-evaluation of our attitudes towards work and the role it plays in our lives. I feel the questions on anti-work demand exploration and by questioning the status quo, the movement opens up a conversation about redesigning work itself, moving away from work-tasks and towards building careers through jobs that tap into individual talents and passions. But the anti-work movement, despite its provocative name, might just be the push we need to finally address the deep disconnects between work and careers and the lives we want to lead.

—

Useful Links:

Derek Moseley: https://www.linkedin.com/in/derekmoseley

Nick Kemsley: https://www.linkedin.com/in/professor-nick-kemsley-9a61841/

Richard Freeman: https://www.linkedin.com/in/rpfreeman/

Ali Orr: https://www.linkedin.com/in/aliorr/

Jane Barrett: https://www.linkedin.com/in/janelouisebarrett/

Leadership development needs to be a long-term initiative

For an organisation to evolve and grow in the right direction, those at the helm must aspire and be empowered to be great leaders. This represents an area where HR professionals as key business partners have a critical role.

Sometimes our experiences show us that leadership development has a risk of being ‘hit and miss’, yet given its importance, it cannot be overlooked. If scoped and executed poorly without a well-crafted, strategic mindset, it runs the risk of generating a simple, ineffective box-ticking exercise amongst leaders. Not only does this dilute leadership potential within an organisation, but it also builds a negative reputation of HR as a profession. 

Instead, leadership development needs to be viewed as a long-term programme of activities grounded in an organisation’s mission, role, sector and values. There needs to be a culture where time is built in for development. This, in turn, will foster a forward-thinking mindset in all colleagues. 

Not only will this demonstrate a firm commitment to personnel development, but it will also enhance HR’s profile as a mission-critical business partner and lay a strong foundation for wider workforce strategies.  

Ensuring partners and development programmes align with your organisation 

Although this is easy to say, how does it work in practice?

An example at Findel is the ‘permission to learn’ mindset we have begun to nurture over the years and continually develop, reflecting our role as an educational resource supplier. 

By adopting this mindset with an ‘always on’ approach to learning and development, we are working to create a dynamic, forward-thinking atmosphere where self-improvement feeds into everything. We know this is a lengthy process but one we are determined to see through.

This outlook also influences which external partners we work with. As with any development tool, external partners must avoid a ‘vanilla’ programme which only serves to disengage colleagues. Helping us to avoid this risk involves scrutinising providers to ensure that programmes align with our goals, mission and values.  

To make these programmes more impactful and resonant, it is important to consider leadership development centred around real issues and core business priorities. 

At Findel, we apply this approach to our company-wide workforce development strategy which is tailored around the five core pillars of the business. Making it more dynamic is doing away with regular, timetabled appraisals to create an atmosphere of continual improvement rather than when a meeting with a line manager is due. 

Harness science in leadership development 

Many of us are aware of the use of behavioural sciences in corporate settings, for example, with our Myers Briggs tests. Yet when we think about leadership development, our experiences have taught us that another way to make it impactful is harnessing the power of modern science. 

With our leadership development programme at Findel, we took this approach by using sophisticated psychometric testing to generate accurate behavioural profiles. This is something we are also looking to roll out wider across the business. 

By having a leadership development programme which is interactive and personalised, bolstered by the behavioural profiles, we see a real opportunity to create our leadership cohorts that are empowered to do the best for themselves and their teams. Complementing this is the power of technology in modern HR practices through our commitment to digital development tools which helps nurture our dynamic ‘permission to learn’ environment. 

Get leadership development pushed from all sides 

]]> https://thehrworld.co.uk/feature/meeting-the-challenge/ Wed, 25 Oct 2023 06:40:21 +0000 https://www.thehrworld.co.uk/?post_type=feature&p=20162 Her workforce is diverse in age and motivation. Some are undoubtedly here because the business reflects the mainstay of their life, others for the flexibility of a retail position.

Retail is certainly a challenging sector to be in currently, but underpinning everything Webber-Powell does is her business degree, a qualification which she says has given her a broader commercial view across every organisation for which she’s worked. This knowledge and background inform her approach to HR – “people are a great business driver” she says, neatly lacing the power of the employee into a business context.

Having joined PwC as an accountant, Webber-Powell realised she’d taken a wrong turn at the start of her career. Energetic, passionate and keen to make a difference, this first job taught her a lot about what she didn’t want from her working life. Having found the world of HR she has worked in many different sectors and organisations including Rolls Royce, Sodexo, Danone, Bidfood (3663), consultancy assignments in the public sector and online retailers Lovehoney. “It was an amazing time to be part of Lovehoney’s journey” she says of the latter business. “We could challenge the norm – there was no bureaucracy or structure which encouraged innovation and creativity.”

Throughout her time in HR she has found that it’s important that the function is not seen as being all about policing – instead she aims to lead and encourage others to lead using diverse styles and approaches to get the best from all employees.

This diversity of approach plays well for Outdoor and Cycle Concepts. With 80 physical stores and an online presence Webber-Powell came to the organisation at a point of financial stress which coincided with the onset of the pandemic. With the majority of employees on furlough and no chance of meeting face-to-face, Webber-Powell had to establish herself within the leadership team despite everyone’s remote position. Moreover, she was responsible for all sides of HR at a time of uncertainty – from sourcing new recruits in the ‘new world’,  to managing a highly complex payroll, and, of course, introducing new and more effective systems that would stand up to the challenges set at that time.

Believe it or not, I never set out to have a career in HR, but I knew I wanted to make a difference and find a path that gave me the opportunity to constantly stretch me and be creative. After successfully completing my English degree at the University of Hertfordshire, I decided to focus on having my family first with my career coming after. When the children were very young, I wanted time and location flexibility and over the years set up two very different companies that I could run from homer – real estate and weddings! They were both really successful, but as the children reached school age I decided to sell up and develop an external career. After a brief stint selling company cars, I secured my first HR role at a US tech company called 3Com as an HR Admin.

I was fortunate to work for some amazing managers, who gave me a broad range of opportunities and as a consequence I gradually worked my way through the various roles in HR, including HR Operations Manager and then Compensation and Benefits Manager for EMEA. As part of my various roles, I travelled to the US, Taiwan, Singapore, I was also HR Lead for Southern Europe. Every time an opportunity was presented to me, I said “yes”, and this allowed me to grow and progress.

When HP acquired 3Com in 2009, I was invited across, so I embraced it and have loved the experience. I’ve gone from strength to strength, always having great managers to encourage and support me. This, combined with the breadth of knowledge all the bizarre experiences I’ve had really helped me progress. I never had a set path, but when an opportunity arose, I always said “yes, tell me more” and that’s something which has really helped me – and helped me to become the HR Director for Northwest Europe (NWE) at HP Inc.

There’s no particular ‘stand out’ achievement

I don’t like to look back at my career and say one particular achievement means more than another. My career success can be attributed to an amalgamation of all my successes over the years.

Ultimately, the goal was to provide a springboard to help secure permanent jobs.

The scheme – targeted at those receiving Universal Credit – has helped 100,000 young people enter the word of work. At GTR, we understand the vital need to increase the talent pool of young people in the rail industry and make sure we are upskilling the next generation.

We want to reach the best talent across our communities and those who may struggle to gain experience in the current economic climate.

We were eager to take part in the government-backed Kickstart Scheme to reach those who are most at risk of long-term unemployment.

We’re proud to have seen 22 young people through the programme with us, taking up a wealth of roles including: customer experience, events and tourism, franchise management, marketing and engineering.

We recognise the challenges facing the younger generation of today, which is why we develop initiatives specifically targeting this audience.

GTR has been ahead of the rail industry in supporting the government’s agenda to tackle marginalised and left behind communities with its ‘Get into Railways’ programme in partnership with The Prince’s Trust and a dedicated Sector-based Work Academy Programme launched last year with East Sussex College.

Building talent pools for the future is a vital practice in any industry, but especially in the UK rail sector where there is more to be done to showcase the diverse selection of roles on offer.

Kickstart has enabled us to give young people the chance to gain hands-on experience in the railway, giving them a much-needed step up in the career world.