For CHRO’s and CEO’s, Soft Skills Are Now Paramount in Leading Workplaces

For CHRO’s and CEO’s, Soft Skills Are Now Paramount in Leading Workplaces

It’s difficult to think of a profession that hasn’t been upended by the COVID-19 pandemic. Least of all those of us who work in the HR field. Even the best-prepared Chief Human Resources Officers (CHROs), those who actually have up-to-date crisis and related communications plans stored somewhere on their desk or in the cloud, continue to lead through this turbulent period: navigating a once-in-a-generation workplace crisis to ensure on-going employee engagement and productivity.

While many organizations have stumbled (and worse) in recent months, many have not only survived but thrived. For so many organizations, it’s been strong HR Leadership at the center of this crisis, summoning empathy, mindfulness, agility, and adaptability while maintaining a keen focus on the long-range vision. HR Leaders who understand how to blend people and leadership skills with multi-dimensional communications and a firm understanding of business drivers have been successful in moving their organizations forward.

A year ago we posted, “5 Things CEOs Look For in a CHRO.” The post identified core CHRO skills: understanding business drivers and financials, assessing workforce capacity, setting strategies, policies, and programs to attract and retain top talent, aligning human capital drivers, and leading transformations such as M&A deals. While these skills are evergreen (and even table stakes) for high performing CHROs, the pandemic has uncovered a new wave of must-have skills for CHROs, notably empathy, mindfulness, agility, and adaptability.

In the early days of the pandemic, we read about companies that shifted away from their core business in order to generate new revenue streams. Instead of closing their doors, many restaurants shifted to take-out. One of our clients pivoted from manufacturing high-end skincare products to producing effective, environmentally friendly hand sanitizer.  Many clothing manufacturers shifted to making personal protective equipment while some hotels began offering day rates for WFH employees. Commercial airlines switched to cargo-only flights. Retailers pivoted to curbside pickup. 

CHROs are pivoting too. CHROs who continue to focus only on rules, roles, and relationships have realized less success in the current environment than CHROs who have pivoted their focus on skills we once referred to as “soft skills” which include: results, reconnaissance, resourcefulness, and reimagination, according to a recent report in SHRM’s Executive Network.  In addition, organizations had to learn new skills to effectively attract, retain and keep engaged, top talent in a virtual world.  

Albert Einstein said, In the middle of difficulty lies opportunity. What opportunities have forward-looking CHROs discovered during this difficult time? Among others, the opportunity for CHROs to partner with their CEOs has never been greater. Just as the 2008 financial crisis forged strong bonds between CEOs and their CFOs, the pandemic is bringing CHROs and CEOs closer together. Many of the CHROs we speak with on a regular basis tell us about the more open and transparent relationship that has been forged with their chief executives in recent months and about the establishment of a true People Partnership.  This leads to better outcomes for the business, short- and long-term.

A partnership that will live on well beyond the pandemic.