The Most Promising CHRO Lead
to Watch in India- 2024
Rajat Seth Vice President of Human Resources
Elan Group
RAJATSeth
Revolutionizing Human Resources by Making an Impact as a ‘People’s Person’
The Most Promising CHRO Lead
to Watch in India- 2024
Editor’s Note
RAJAT SETH – A HUMAN RESOURCES LEADERSHIP OF THE TECH-EMPOWERED FUTURE
Intheever-evolvinglandscapeofhumanresources,
visionaryleaderswhocouldintegratestrategic foresightwithpeople-centricpracticesaretheneedof thehour AmongtherisingstarsinIndia'sHRecosystemis Rajat Seth of Elan Group.Hisapproachtowardshuman capitalmanagementwithatransformativeleadershipstyle hasputhimatthetopofhisleague.
TheentirecareertrajectoryofRajatshowcaseshis commitmenttoHRbeinganenablingactivityfor organizationalsuccess.Hiscareerandworkhavebeen alignedwithIndia'slargestrealtycompany,ElanGroup, whichisbuildingacollaborative,innovative,and empoweringworkplaceculture.Whatmakeshisleadership standtallisthewayinwhichalignmentofHRtobusiness objectiveswouldbeused-bothforensuringoperational efficiencywhilecreatingasenseofbelongingamong employees.
ItisthedigitaltransformationinHRthatgivesRajathis signaturefeature.ElanGroup,underRajat,hasbroughtthe mostcutting-edgeHRtechnologiesthatoptimizeits processesfromrecruitmenttoperformancemanagement and,ofcourse,employeeengagement.Heisahugebeliever inthepowerofdata-drivendecision-making.Rajatbelieves thatanyHRstrategyisinformed,agile,andimpactfulin nature.
Furthermore,whatmakesRajataprogressiveleaderishis focusondiversity,equity,andinclusion.Heacknowledged thevalueofdiverseperspectivesandhaspromoted initiativestoprovideaninclusiveenvironmentwheretalent thrivesregardlessofbackground.Hisfocusoncontinuous learningandprofessionaldevelopmentempowered
employeestogrowwiththeorganization,creating innovationandresilienceinthefaceofcompetitivemarket demands.
Inaworldwherevariousformsofuncertaintysurroundthis generation,RajatSethhasbeenanagileandforesighted leaderintryingtimes.Frominstallingrobusthealthand safetyprotocolsthroughoutthepandemictopromotinga cultureofadaptabilityinthefaceofchangingmarket dynamics,hehastrulyprovenhimselftobeforeverdevoted tothewell-beingofhisemployeesandthesuccessofthe organizationitself.
AstheVicePresidentofHumanResourcesatElan Group,RajatSethshowswhatatransformationalHR leaderis.Hiscommitmenttoexcellence,innovation,and people-firstpracticesmakeshim‘TheMostPromising CHROLeadertoWatchinIndia–2024,’ofthis Insights Success India’sspecialedition,notonlyforthepresentbut forthefuture.
Youwillwitnessinthefollowingpagesthatthevisionthis leadercarrieswithhimseekstoredrawthelandscapeofHR andsetnewleadershipbenchmarksfortheindustry
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Rajat Seth
Revolutionizing Human Resources by Making an Impact as a ‘People’s Person’
Rajat believes that the future of HR lies in creating an environment where employees feel supported, empowered, and engaged.
Rajat Seth Vice President of Human Resources
Elan Group
Renownedamonghispeersforhisexceptional
efficiencyandin-depthdomainknowledge,hehas consistentlydemonstratedhiscapabilitiesasa remarkablehumanresourcesleader.Hiscolleagues unanimouslypraisehisassertiveness,goal-oriented approach,andpleasantdemeanour Theyalsocommendhis presentability,knowledge,andunwaveringdedicationto excellinginallhisendeavours.Hisabilitytoefficiently accomplishtasks,coupledwithhisthoroughunderstanding ofhisfield,hasearnedhimwidespreadrespect.His assertivenatureallowshimtonavigatechallengeswith confidenceanddriveinitiativestocompletion.Moreover, hisapproachableandpleasantpersonalityfosterspositive workingrelationshipsandcreatesaconduciveenvironment forcollaboration.
Beyondhisprofessionalqualities,heisknownforhis commitmenttoexcellence.Heconsistentlystrivestoexceed expectationsanddeliveroutstandingresults.Hisdedication andpassionforhisworkareevidentinhistirelessefforts andunwaveringfocusonachievinghisgoals.Infact,the ever-evolvingtimesofhumanresourceshavebeen transformedduetoleaderslike . RajatSeth
Hestandsattheforefrontofdrivingtransformation, innovation,andpeople-centricstrategies.AstheVice PresidentofHumanResourcesat ,RajatSeth ElanGroup hasgarneredwidespreadrecognitionandmultiple accolades,includingtheprestigioustitlesof“TopMostHR LeaderinIndia”and“CHROoftheYear.”Hisextensive career,spanningover17yearsinthefieldofhuman resources,positionshimasoneofthe most promising CHRO leaders to watch in India in 2024.
AJourneyRootedinPassionforPeople
Rajat’sjourneyintothedynamicworldofhumanresources beganwithastronginclinationtomakeanimpactasa “people’sperson.”HestartedhiscareerwithDLF,oneof India’slargestrealestatecompanies,wherehehonedhis skillsinmanagingpeopleanddrivingorganizational growth.Fromthebeginning,Rajatwasdrivenbyadeep passionforthehumanelementinbusiness,alwaysexcited topursueacareerthatwouldallowhimtobuildandnurture teams,fosteremployeeengagement,andenhance organizationaleffectiveness.
HiseducationalbackgroundfromtheIndianInstituteof PlanningandManagement,wherehecompletedhisMBA withafocusonHRandMarketing,providedhimwith
asolidfoundationinunderstandingboththestrategicand operationalaspectsofhumanresourcemanagement.Overthe years,Rajathasdemonstratedhisabilitytobridgethegap betweenbusinessstrategyandhumancapital,ensuringthat thepeoplefunctionalignswiththeorganization’soverall objectives.
LeadershipatElanGroup:AStrategicApproach
AsVicePresidentofHRatElanGroup,oneofIndia’sleading realestatedevelopers,Rajatplaysacriticalroleindrivingthe HRinitiativesoftheGroup.ElanGroupisrenownedforits luxuryrealestateprojectsandhasconsistentlydeliveredhighqualitydevelopmentsthataresynonymouswithinnovation, customersatisfaction,andexcellence.Rajat’sguiding philosophyforHRleadershipatElanGroupreflectsthese corevalues.Hehasbeeninstrumentalinmakingthecompany aGreatPlaceToWork,ensuringthatemployeesfeelvalued, motivated,andengaged.
AtElanGroup,RajatoverseestheentiregamutofHR functions,includingworkforceplanning,recruitment, employeeengagement,compensation,andtalentmanagement. HeisparticularlyskilledatassessingexistingHRprocesses andimplementingmeasuresaimedatenhancingbothprocess efficiencyandemployeepotential.Hisabilitytoidentify organizationalneedsanddesignHRstrategiesinconformity withbusinessobjectiveshassignificantlycontributedtothe company’sgrowthandtransformation.
Rajat’sleadershipapproachisrootedininclusiveness, collaboration,andcontinuouslearning.Hebelievesin fosteringaculturewhereeveryemployeefeelsempoweredto contributetothecompany’ssuccess.Bypromotingopen communication,facilitatingbrainstormingsessions,and providingtoolsforcollaboration,Rajatensuresthathisteam isalignedwiththecompany’svisionandmotivatedtoachieve theirbest.
DrivingOrganizationalTransformationthroughHRBest Practices
Inahighlycompetitiveindustrylikerealestate,theneedfor innovationandadaptabilityisparamount.Rajat’sstrategic visionforHRtransformationfocusesonleveragingindustry bestpracticestodriveoperationalefficiency,enhance employeeexperience,andfosteracultureofinnovation.He hassuccessfullyledvariousHRfunctions,including performancemanagement,traininganddevelopment, selectionandrecruitment,compensationandbenefits,and organizationalstructureplanning.
The Most Promising CHRO Leader to Watch in India- 2024
Rajat is constantly exploring new ways to improve HR service delivery, streamline processes, and leverage technology to create a more efcient and effective HR function.
OneofthekeyaspectsofRajat’sHRstrategyishisability toleadchangeattheorganizationallevel.Heunderstands thatemployeeengagementiscriticaltoachievingbusiness goals,andhehasbeenattheforefrontofleadinginitiatives thatalignemployeeengagementwiththecompany’s growthtrajectory.Bydevelopingandmanagingsuccession plansforseniormanagementteammembers,Rajatensures thattheorganizationiswell-preparedforfutureleadership transitions.Hisfocusonleadershipdevelopmentforthe seniormanagementteamhascreatedapipelineofcapable leaderswhoarereadytotakethecompanytonewheights.
Rajat’seffortstodrivepeopledevelopmentatElanGroup extendbeyondseniorleadership.Heensuresthatevery employeehasaccesstoopportunitiesforgrowthand development.Whetherthroughtrainingprograms, mentorship,orchallengingprojects,Rajatiscommittedto buildingacultureofcontinuouslearning.Hebelievesthat byinvestinginthedevelopmentofhisteam,the organizationcanachievelong-termsuccessandremain competitiveinarapidlychangingbusinessenvironment.
EmbracingDigitalizationandTechnological Advancements
Intoday’sdigitalage,theroleoftechnologyinHRismore importantthanever.Rajatrecognizesthetransformative potentialofdigitalizationandhasintegratedtechnological advancementsintothecorefunctioningoftheHR departmentatElanGroup.Byleveragingdata-driven insights,automation,andadvancedHRtools,Rajathas enhancedtheefficiencyofHRservicedelivery,improved roleclarity,andcreatedabetteremployeeexperience.
RajathaspositionedElanGroup’sHRfunctionatthe forefrontofthedigitalrevolution,ensuringthatthe companyiswell-equippedtomeetthechallengesofthe future.
FosteringaCultureofGrowthandEmpowerment
AkeycomponentofRajat’sleadershipphilosophyishis commitmenttofosteringacultureofgrowth,skill development,andempowermentamongemployees.He believesthattheworkforceisthecornerstoneofany successfulorganization,andheisdedicatedtocreatingan environmentwhereemployeescanthrive.Rajat’sapproach toemployeeengagementiscentredonbuildingtrust, promotinginclusiveness,andencouragingcollaboration.
Tofosterthisculture,Rajathasimplementedseveral initiativesaimedatempoweringemployees.Heprovides opportunitiesforlearninganddevelopment,recognizing thatawell-trainedandmotivatedworkforceisessentialfor thecompany’ssuccess.Rajatencouragesemployeestotake ownershipoftheirrolesandprovidesthemwiththe autonomytomakedecisionsandcontributetothe company’sgrowth.Thissenseofownershipnotonly enhancesemployeesatisfactionbutalsodrivesinnovation andcreativitywithintheorganization.
Rajatisalsoastrongadvocatefordiversityandinclusionin theworkplace.Hebelievesthatadiverseworkforcebrings avarietyofperspectivesandideas,whichcanleadtobetter decision-makingandproblem-solving.Underhis leadership,ElanGrouphasmadesignificantstridesin creatinganinclusiveworkenvironmentwhereemployees fromdifferentbackgroundsfeelvaluedandrespected.
RWith over 17 years of experience in the eld, Rajat has demonstrated his ability to lead organizations through periods of transformation and growth.
Rajat actively cultivates relationships with industry leaders, peers, and other relevant parties, seeking fresh ideas and new opportunities for growth.
RATranscendentalVisionaryoftheProgressiveTimes
As2025approaches,Rajat’svisionforthefutureofHRat ElanGroupisfocusedonthreekeyareas:employee experienceandwell-being,diversity,equity,andinclusion (DEI),andagileperformancemanagement.Hebelievesthat thefutureofHRliesincreatinganenvironmentwhere employeesfeelsupported,empowered,andengaged.By fosteringapositiveworkcultureandproviding opportunitiesforgrowth,RajataimstopositionElanGroup asaleaderinbothemployeesatisfactionandorganizational performance.
Inadditiontoenhancingtheemployeeexperience,Rajatis committedtodrivinginnovationinHRpractices.Heis constantlyexploringnewwaystoimproveHRservice delivery,streamlineprocesses,andleveragetechnologyto createamoreefficientandeffectiveHRfunction.Hisfocus oncontinuousimprovementandadaptabilityensuresthat ElanGroup’sHRdepartmentiswell-preparedtomeetthe challengesofthefuture.
Rajatalsorecognizestheimportanceofcollaborationand networkingindrivingorganizationalsuccess.Heactively cultivatesrelationshipswithindustryleaders,peers,and otherrelevantparties,seekingfreshideasandnew opportunitiesforgrowth.Bystayingconnectedwiththe widerHRcommunity,RajatensuresthatElanGroup remainsattheforefrontofindustrytrendsandbest practices.
TransformingtheEra,Humanely
RajatSeth’sjourneyasahumanresourcesleaderisa testamenttohisresolutecommitmenttopeople,innovation, andexcellence.Withover17yearsofexperienceinthe field,Rajathasdemonstratedhisabilitytolead organizationsthroughperiodsoftransformationand growth.Hisstrategicvision,coupledwithhispassionfor employeedevelopmentandengagement,positionshimas oneofthemostpromisingCHROleaderstowatchinIndia in2024.
AshecontinuestodriveHRtransformationatElanGroup, Rajat’sleadershipwillundoubtedlyleavealastingimpact ontheorganizationandtheindustryasawhole.Hisfocus ondigitalization,employeeempowerment,and organizationalefficiencyensuresthatElanGroupiswellpositionedforcontinuedsuccessintheyearstocome.
You don't learn to walk by following rules. You learn by doing, and by falling over.
Richard Branson
8 Common Challenges Faced by CHROs Today
ThepositionoftheCHROhasfundamentallyshifted
inthelastcoupleofyears.Becausebusiness environmentschangeasfastastheydo,aswellas financialvolatilityandchangesinhumancapital,CHROs arecalledontobestrategicinnotonlyadvancingHR,but alsotheperformanceofbusinesses.HoweverCHROstoday playacriticalroleandareconfrontedwithanumberof issuesthatchallengethemtobestrategic,proactiveand creative.Hereareeightcommonchallengesfacedby CHROstoday:
1.TalentAcquisitionandRetention
TheChallenge:ThemostsignificantissuethatheadsofHR orhumancapitaltodayfaceisfindingthebest-qualified talentintheorganizationirrespectiveofthedisciplineinthe competitivejobmarket.Theexistenceofagigeconomy, work-from-homepossibilities,andarisingneedfor expertisemakeitchallengingforbusinessestoattract talent.
WhyIt'sHard:Thecompetitionoftalentwar,wherenow candidatesneverbeforehavehadalikeselectiontochoose frominthisdayandage.Moreover,thefluctuationof employees’turnoverisevidencedbyfrequentrecruitment whichinturnleadstohighcostsandlowproductivity
Solution:Thus,themodernCHROneedstoconcentrateon brandingemployers,enhancingtheexperienceofthe candidatesintheirorganisation,andminimisingthe turnoverratesofthepersonnelthrougheffective developmentofemployeeskills,providingfairlyreasonable salaries,andcreatingaratherpositiveorganisational culture.
2.Diversity,Equity,andInclusion(DEI)
TheChallenge:Organizationshavelargelysucceededin termsofdiversity,equity,andinclusion,butCHROsare understresstodelivermeaningfulimpact.However,DEI initiativesoftenfaceresistanceorlacktheresourcesneeded foreffectiveexecution.
WhyIt’sTough:Buildingatrulyinclusiveworkplace requireschangingmindsets,addressingsystemicbiases,and creatingpoliciesthatgobeyondtokenism.Furthermore, DEIprogressisdifficulttomeasureandoftentakestimeto showresults.
Solution:Implementdata-drivenDEIstrategies;and unconsciousbiastraining;ensureequalpayforequalwork; and,finally,createacultureofvaluingdiversityatall levels.
3.EmployeeEngagementandWell-Being
Thechallenge:TheCHROiscriticaltoorganizational success,buthavingemployeesmotivated,engaged,and satisfiedhasbeenareal-timestruggleformanyCHROs, nowcompoundedbytherealitiesofremoteorhybridwork arrangements.
WhyIt'sHard:Everythinghaschangedfromthework-athomeculture,burnout,mentalhealthissues,andadesirefor aflexibleworkschedule,soemployeeengagementisa movingtarget.Moreover,thedemandsofemployeeshave evolvedandnowencompassmoreofwork-lifebalanceand personaldevelopment.
Solution:CHROsneedtoinvestinwell-beingprograms, providementalhealthsupport,offerflexibleworkoptions, andensureopenlinesofcommunication.Regularemployee surveysandfeedbackloopswillhelpidentifyareaswhere engagementislowandthenallowCHROstotakeproactive steps.
4.ManagingOrganizationalChange
TheChallenge:Whetherit'samerger,acquisition, restructuring,ordigitaltransformation,changemanagement isanongoingchallengeforCHROs.Employeesfeel unclearorresistanttochange,thusreducingproductivity andmorale.
WhyIt'sTough:Changecreatesanxietyanddisruptsthe dynamicsoftheworkplace;it'stoughtomaintain
satisfactionandalignmentbyemployeeswith organizationalobjectives.
Solution:CHROsshouldactasfacilitatorsofthecompany's changeandleademployeesthroughthatprocessbybeing highlycommunicativeandsupportiveandallowing opportunitiesforemployeedevelopmentalactiontofitnew rolesorresponsibilities.
5.LeadershipDevelopmentandSuccessionPlanning
TheChallenge:Withgrowthinorganizationscomesthe necessitytocultivatesuccessionintofutureleadership. ManyCHROsfacedifficultiesinidentifyingandcultivating thishigh-potentialemployeepotentialforleadership positions.
WhyIt'sTough:Developingleadershiptalentisan investmentthatneverstops,asitincludescontinuous training,mentoring,andpersonalizedcareerdevelopment plans.What'smore,highleadershipturnovercaneasily createsuccessionplanninggaps.
Solution:Formalizedleadershipdevelopmentprograms, regulartalentreviews,andcreatingopportunitiesfor internalmobilityshouldbedonebytheCHRO.Doingso willenabletheidentificationofpotentialleaderswellin advanceoftheirneedsandequipthemtosucceed.
6.AdaptationtoTechnologyandAutomation
TheChallenge:Therapidlychangingpaceoftechnological innovationisachallengeforCHROs,whohavetotryto keepupwhenorganizationsimplementAI,automation,and HRtechnology
WhyIt'sHard:Thereisthemovementoftechnologyto makeprocessessmooth,quick,andefficient,yetHRleaders mustconstantlytrainanddeveloptheiremployeestobe abletoadjusttonewtoolsandsystems.
Solution:CHROsmustinvestinongoingtrainingand developmentprogramssothatemployeesarereadyforthe shift.TheadoptionofHRtechsolutionsshouldalsobe entertainedtooptimizeHRoperationsandenhance employeeexperience.
7.ManagingRemoteandHybridWorkforces
TheChallenge:Therapidriseofremoteandhybridwork hasresultedinaseachangeinthewaybusiness
operates-posescommunications,collaboration,and companyculturechallengestoCHROs.
WhyIt'sHard:Forremoteworkers,lackofconnection amongemployees;forhybridmodels,hardtotreathome andofficeemployeesequally;needschangesinhowone expectstobeabletoworkproductivelyandstayengaged.
Solution:CHROsshouldinvestincollaborationtools, promoteflexibleworkpolicies,andcreatestrategiesto buildasenseofcommunity.Regularcheck-ins,virtual team-buildingactivities,andfosteringinclusivityina hybridenvironmentareessentialforkeepingtheworkforce engaged.
8.ComplianceandLegalIssues
TheChallenge:CHROsconfronttheongoingbattleof labourlawsandregulationswithcomplexity Whetheritis onthebenefitssideofthings,safetyregulationconcerns,or addressingquestionsrelatedtodiscriminationand harassment,stayingcompliantcanbequitetime-consuming andcomplex.
WhyIt'sChallenging:Legalregulatorychangesabout labour,workplacesafety,dataprotection,andemployees' rightsareconstantlyinmotion;non-compliancecouldlead tounwantedlegalandhugefines.
Solution:TheCHROneedstokeepupdatedonanychanges madeintheregulations,beorientedwithpropercompliance training,andcloselyworkwithlegalteamstoensurethat theirorganizationmeetsalllegalrequirements.HR softwarewithcompliancemetricscanalsohelpminimize risks.
Conclusion
Today,thechallengesarecomplex-notjusttoacquiretalent butalsotonavigatecomplexlegallandscapes.Therefore, throughadaptability,investmentinemployeewell-being, buildingacultureofinclusion,andembracingtechnology, CHROscannavigatethesechallengesandensurethe successoftheirorganizationsinafast-changingworld. Effectiveleadership,strategicplanning,andproactive solution-findingwouldbecrucialdriversforbothHRand organizationalsuccess.
AstheCHROformsanddeterminestheshapeofan
organization'sworkforcestrategy,therearevarious keymetricstobewatchedoversothatinformed decisionscanbetakenandbusinesssuccesswillfollow. Whilebeingabletotrackthesemetrics,theCHROcan ensureHRpracticesareallfocusedonorganizationalgoals, improveemployeeengagement,andcontributetoward long-termgrowth.Herearesomeofthekeymetricsevery CHROneedstokeepaneyeon:
1.EmployeeEngagementandSatisfaction
WhyItMatters:Employeeengagementhasalwaysbeen seenasanessentialmeasureoforganizationalhealth. Analysesofthisresearchshowthatthefollowingattitudes ofemployeesareimprovedinthecaseofengaged employees:productivity,commitment,andturnover Anotherwayistoassessengagementasfrequentlyas possiblebysurveysorfeedbackmechanismsthatshowhow connectedemployeesaretotheworkandtheorganization’s mission.
KeyMetrics:Engagementscores,satisfactionratings,pulse surveyresults.Lookingoutforjobsatisfaction,leadership effectiveness,andalignmentwithcompanyvaluesishighly relevant.
2.TurnoverandRetentionRates
WhyItMatters:Ahighturnoverrateusuallyleadsto increasedrecruitmentandtrainingcostsbesideslossof productivity.RetentionmetricsgivetheCHROan understandingofemployeeloyaltyandretentionstrategy effectiveness.
KeyMetrics:Voluntaryandinvoluntaryturnoverrates,the retentionrateofkeytalentorhighperformers,average tenure,andunderstandingthereasonsforturnoverthrough exitinterviews.
3.TalentAcquisitionandRecruitmentMetrics
WhyItMatters:Talentacquisitioniscriticalifan organizationistohaveahealthypipelineofemployee talent.Evaluationofthesupplyanddemandofpeopleand theprocessesinvolvedensuresthattheorganization acquiresthebestemployees.
KeyMetrics:Timetohire,thecostperhire,hirequalityand theofferacceptancerate.Further,measurementoftherate ofdiversitymaybealsorelevantastheratesofdiversity hiringarekeyforensuringthateveryonehasafair opportunitytogetajob.
4.LearningandDevelopment(L&D)Effectiveness
WhyItMatters:Ongoinglearningiscriticaltothe developmentandlong-termsuccessofemployees.ACHRO shouldtrackmetricsthatindicatetheeffectivenessof learningandhowtheprogramsarebeingutilizedtosupport individualandorganizationalperformance.
KeyMetrics:Trainingcompletionrates,participationin developmentprograms,andemployeefeedbackonL&D programs.Inaddition,howlearningaffectsperformance (e.g.,acquiredskills,promotionlevels)willalsobe essentialinmeasuring.
5.Diversity,Equity,andInclusion(DEI)Metrics
WhyItMatters:Followingtherhetoric,sustainingdiversity andinclusionintheworkplaceiscrucialformanaging innovation,satisfaction,andturnover.DEImetricsare necessarysothatthecompanywillhaveadiverseand inclusiveworkforceandbegintoincorporatediversity, equity,andinclusionatallorganizationallevels.
KeyMetrics:Includemeasurementsondiversegroups recruitedtodifferentdepartmentsandleadershippositions; thegenderpaygapanalysis;andemployeeperception throughasurveyorfocusgroup.
6.AbsenteeismandHealthMetrics
WhyItMatters:Frequentabsenteeismoftenisanindication ofproblemsrelatedtoemployeewell-being,job dissatisfaction,orburnout.ThiskeepstheCHROinformed ofpossibleissuessothatproactivemeasurescanbe initiatedtowardensuringhealthandwell-beingatwork.
KeyMetrics:Rateofabsence,numberofsickleaves,and averagenumberofdaysoffperemployee.Participationin otherwellnessprogramsorEAPcanalsobemonitoredto gaugetrendsrelatingtoemployeehealth.
7.SuccessionPlanningandInternalMobility
WhyItMatters:Agoodsuccessionplanwillensurean organizationisreadyforleadershiptransitionsand promotesinternalmobility,insteadofrelyingonexternal hiresforkeyjobs.
Percentageofkeyleadershippositionsinternallyfilled, numberofhighpotentialcandidatesidentified,and percentageofleadershipdevelopmentprogramswith successfulplacement.Understandingtheflowofmovement ofemployeeswithinthecompanycanhelpabusinessgrasp thesuccessorfailureofitstalentmobilityinitiatives.
Conclusion
Ingeneral,foraCHRO,therightmetricsareavery importanttooltofosteraproductive,engaged,and sustainableworkforce.Observingemployeeengagement, turnover,effectivenessinrecruitment,learningand developmentoutcomes,DEIprogress,absenteeism,and successionplanning,CHROsbecomebetterequippedto detectweaknesses,driveconnectedHRstrategieswith businessgoals,andconsequentlycontributetosuccessful long-termperiodsfortheirorganizations.Thesemetricsare notonlyindicativeofthecurrentstateoftheworkforcebut alsoactasacompassforreshapingthefutureofthe organization'shumancapitalstrategy.
Success is the progressive realization of a worthy goal or ideal.
- Earl Nightingale
