to operate as a member of the top management team. Researchers at Cornell University classified the ways that successful CHROs spend their time, including in areas such as being a trusted advisor to the CEO and executive team; a counselor/coach to the executive team; a liaison to the board of directors; a talent architect; and a HR function leader. Clearly, the step-up from a typical HR professional to the role of the CHRO is quite significant. So, how do HR professionals put their own career development programme in place? Based on a review of current CHROs’ career paths, three elements seem to come to the fore as critical ingredients for success: • Advanced Educational Credentials • Successful Overseas Assignments • A Strong Professional Network Advanced educational credentials help prepare future leaders with the critical skills required for operating at a strategic level. While having a master’s degree in HR was not common with HR leaders in the past, it has now become the norm. A study by consulting firm PWC has showed that more than 90% of top HR leaders in global firms have a master’s degree of some type (e.g. MS, MA, MBA, JD, or PhD). When Asian HR leaders were asked about development in a recent HR leader survey conducted by SMU,
most explained that for strategic HR development, they often turned to overseas educational programmes due to the limited availability of more strategic experiences in Asia. HR certification from global associations such as CIPD, SHRM, as well as local ones can provide a level of professional competence in HR, but these alone are not sufficient for business leadership as they are not anchored in the more strategic aspects of leading human capital or top-level business leadership. Successful overseas assignments help prepare future HR leaders with experiences across borders. Mobility in Asia continues to be a challenge as many successful HR professionals are embedded in the local community with both personal and family obligations. Since mobility generally becomes more challenging later on in careers as people generally have increased family and personal obligations, experts advise young professionals to look for those overseas assignments early to not only build a regional perspective, but to also create a more regional network. A strong professional network is something that comes with both time and effort. Joining HR professional associations, business groups, and attending conferences can help improve a network. A strong network will not only put you in demand for your skills, but also help improve
your awareness of other practices and situations that may help you in your future challenges. Of course, maintaining a strong network takes time to keep up with contacts and to continue to build relationships. Studies have shown that common experiences such as a shared education programme or alma-mater create strong ties that help boost the network effect of those in each cohort. Finding ways to build and maintain a strong network is a great way help
navigate within your own organisation as well. Taking on the next level of HR leadership may not be for everyone; however, it seems that we are not adequately building our pipeline of future HR leaders. Rather than waiting to find out what the future might hold, HR professionals should take an active role in creating their own future. Building a strong professional network, taking an overseas assignment, and completing an advanced degree are all great ways to start preparing the future you.
Richard R. Smith Academic Director, Human Capital Programmes Senior Lecturer of Strategic Management Email: rsmith@smu.edu.sg Tel: +65 68085339 Singapore Management University Lee Kong Chian School of Business Masters of Human Capital Leadership Tel: +65 6828 0012 Emails: mhcl@smu.edu.sg
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