This post was originally published on this site
W
hen Stephen Patscot, HR practice leader with executive search and leadership consulting firm Spencer Stuart, talks to CEOs about the CHRO role, he often says it’s the “second-hardest job in the C-su
ite.”While they may laugh this off, Patscot’s serious about the complexi
ty of the role.“At any given time, there’s five constituencies that could take this person out…and all of them have competing and sometimes conflicting needs,” he said. CHROs are doing a delicate dance balancing the interests of the CEO, board, leadership team, the
ir team, and the workforce.A Spencer Stuart analysis suggests the CHRO role is getting harder, with HR