In the ever-evolving landscape of corporate leadership, the journey from HR to the boardroom has become an increasingly viable and valuable career trajectory. As organizations recognize the critical role of human capital in driving business success, HR professionals are finding themselves well-positioned to ascend to the highest echelons of corporate governance. This article explores the key strategies and mindsets that can propel HR leaders into the C-suite and beyond.
Breaking the HR Stigma
Historically, HR has often been viewed as a support function, sometimes even labeled as the internal ‘police’ or the department that swoops in when issues arise. However, this perception is rapidly changing. Today’s HR is a strategic partner that can significantly impact business growth and success. For HR professionals aspiring to board positions, the first step is to internalise and project this evolved understanding of HR’s role.
The Delicate Balance: People and Business
At the core of effective HR leadership lies the ability to balance people-centric approaches with solid business acumen. Ruth Foster, Chief Operating Officer at Eames Group, emphasizes this crucial equilibrium:
“A business that’s all about business, without any regard for developing and retaining talent, will by and large fail. The cost of hiring, re-hiring, retraining, is eye-watering and the constant revolving door impacts your customers too. And guess what? That hurts your revenue.”
Conversely, an organization that focuses solely on people without commercial savvy may create a pleasant work environment but struggle to achieve its goals. The key is to strike a balance that fosters both a positive culture and strategic growth.
Aligning HR Objectives with Business Goals
To transition from HR to the boardroom, professionals must align their objectives with the broader business strategy. This alignment involves:
- Understanding Strategic Goals: Gain a deep comprehension of the organization’s long-term objectives.
- Enabling Achievement: Develop HR initiatives that directly contribute to reaching these goals.
- Leadership Development: Create programs to assess, attract, and retain diverse leadership talent.
- Organizational Design: Implement structures that support the company’s strategic direction.
Cultivating Commercial Acumen
HR leaders aiming for board positions must shift from being perceived as problem-solvers to strategic enablers. This transition requires:
- Working closely with business leads to understand desired outcomes
- Identifying and evaluating options to achieve these outcomes
- Assessing and managing risks associated with different strategies
- Providing informed advice on the best course of action
Standing Out: The Path to Recognition
Ascending to the board often comes through promotion to a C-suite role or by invitation. To increase the likelihood of such opportunities, HR professionals should:
- Demonstrate Drive and Ambition: Let results speak for themselves rather than relying on networking alone.
- Create Opportunities: Take initiative in identifying and addressing business challenges.
- Continuous Learning: Pursue relevant qualifications and stay updated on industry trends.
- Balancing Personal and Professional Growth: Foster career development without compromising personal commitments.
Creating Your Own Opportunities
Foster’s experience illustrates the importance of proactivity in career advancement. She shares:
“When I came back from maternity leave after my second child, I was concerned about what my job would have become. So I created a role for myself. I spent time with all the business leads understanding their people challenges, their business goals, and what support was needed.”
This proactive approach led to the creation of a Learning and Development program, showcasing Foster’s value to the organization.
Acting the Part: Behavior in Board Settings
When in the presence of board members, aspiring HR leaders should:
- Contribute meaningful and considered insights
- Demonstrate authentic and thoughtful leadership
- Balance voicing opinions with active listening
- Show genuine interest in understanding diverse perspectives
- Focus on progressing the business rather than winning debates
The Power of Authenticity and Continuous Improvement
Foster’s journey to the board wasn’t a calculated series of moves but rather a result of her authentic approach to work and continuous desire for improvement. She advises:
“Be authentic. Say something because you believe it needs saying. Not because you like the sound of your own voice.”
This authenticity, coupled with a restless drive to learn and improve, can naturally lead to recognition and advancement.
Conclusion: Believing in Your Potential
The path from HR to the boardroom is challenging but increasingly attainable. By balancing people-centric approaches with strong business acumen, aligning HR objectives with organizational goals, and consistently demonstrating value, HR professionals can position themselves for C-suite and board roles.
As Henry Ford famously said, “Whether you think you can, or think you can’t, you’re probably right.” For HR professionals aspiring to board positions, the first step is believing in their potential to make that journey.
In 2024 and beyond, the boardroom table is set for HR leaders who can bridge the gap between human capital and business strategy. The question is, are you ready to take your seat?
Vadim Kouznetsov is a distinguished entrepreneur and the visionary founder and CEO of JobXDubai.com, the UAE’s rapidly expanding job board. Renowned for his expertise in bridging the gap between job seekers and employment opportunities, Vadim has become a leading authority in the recruitment and job market of Dubai.