Strategies for HR leaders to align and collaborate with the C-suite

In the dynamic world of talent acquisition, reshaping remote workplaces, and pioneering fresh business roles, the Human Resources (HR) sphere stands out as the most transformative corporate arena. 

Navigating today’s human resources terrain  

The landscape of HR today is characterised by a transformative shift towards digitalisation, employee well-being, and strategic business alignment. Digital technologies are central in modern HR practices, streamlining processes from recruitment to performance management.

The advent of remote work, especially post-COVID-19, has led to HR focusing on managing distributed workforces, maintaining productivity, and preserving company culture in a virtual setting. Employee well-being and mental health have become paramount, with HR departments actively fostering supportive work environments and emphasising work-life balance.  

HR is increasingly seen as a strategic business partner, aligning its strategies with broader business objectives and managing global workforces amid cultural diversity. This evolving role underscores HR’s significance in shaping organisational success and the future of work.  

Getting heard in the boardroom  

One of the key challenges of HR leadership is achieving synergy with the C-suite, as HR becomes increasingly recognised as a critical partner in executing business strategies and achieving organisational goals.  

At a recent executive coaching workshop conducted by the Collective Change Institute and in collaboration with Page Executive, PageGroup CEO Nicolas Kirk kicked off the workshop by sharing his insights on collaborating with HR leaders.

As a CEO, the two most important people you will have on your board are your chief finance officer and chief people officer. Get good ones, keep them close, trust them, but make sure to create an environment where they are willing to step up and tell you things you do not want to hear. [From speaking with other FTSE 100 CEOs and developing my own vision, here is what I want from my chiefs:] I want to be challenged, I want future-gazing, and I also want someone to bring me information that I don’t already know. These are, in summary, what I would be looking for when it comes to excellence in HR business partnerships.

HR professionals must expand their skill set far beyond traditional personnel management; they are now required to understand and contribute to the broader business strategy, analyse data for workforce planning, and drive organisational change.

This evolution also demands a delicate balance between maintaining operational excellence in traditional HR functions and innovating in talent management and corporate culture. Successfully navigating this shift requires adeptness in new competencies and a paradigm shift in how HR’s role is viewed within the organisation, making it a challenging yet vital journey for HR leaders aspiring to build synergy with the C-suite.

7 challenges in steering the executive suite for HR leaders  

As a former CFO, Master Certified Coach Lim Pei Ying, who led the workshop, provided valuable perspectives on enhancing HR leaders’ collaboration within organisations. Ahead is a list of common challenges HR leaders would likely encounter when working with the C-suite and strategies to effectively navigate them.  

1) Building stronger business acumen

This involves grasping the business’s fundamental aspects and understanding how different departments interconnect and contribute to overall success.  

HR leaders must continuously learn about market trends, industry-specific challenges, and how their organisation can maintain a competitive edge. This knowledge is crucial in aligning HR strategies with business objectives and communicating effectively with other C-suite executives.  

 2) Alignment of HR and business goals

HR leaders must regularly assess and realign HR goals with the evolving needs of the business. This involves understanding the long-term vision of the company and integrating HR practices that support this vision.  

HR should be seen as a strategic partner, contributing to the development and execution of business strategies through effective talent management, leadership development, and organisational culture initiatives.  

3) Gaining buy-in and support from stakeholders  

Establishing credibility and trust with other leaders and stakeholders is critical. HR leaders should proactively engage with different departments to understand their challenges and perspectives.  

This helps tailor HR initiatives to meet these needs and present them in a way that resonates with stakeholders, thereby securing their support and commitment.  

4) Leveraging data for decision-making  

HR leaders need to harness the power of HR analytics to make informed decisions. This includes collecting relevant data on employee performance, engagement, turnover, etc., and analysing this data to uncover insights and trends.  

By presenting data-driven arguments, HR can demonstrate the tangible impact of its strategies on the business, making a compelling case for the value of HR initiatives.  

5) Enhancing influence and persuasion  

Effective communication skills are essential for HR leaders. This includes articulating the benefits of HR initiatives in terms that resonate with the C-suite, such as how they contribute to the bottom line, improve productivity, or enhance the company’s competitive position.  

HR leaders should also be adept at storytelling, using real-world examples and success stories to illustrate their points. Additionally, they need to be effective listeners, understanding the concerns and priorities of other executives and addressing these in their proposals.  

6) Enhancing communication effectiveness  

HR leaders need to master the art of simplifying and demystifying HR jargon for non-HR audiences. This means translating HR strategies and initiatives into clear, concise language highlighting their relevance and benefits to the organisation. 

It is crucial to focus on the outcomes and impacts of HR policies rather than the process details. Compelling storytelling can play a significant role here, as can the use of visual aids and real-life examples.  

HR leaders should also develop their emotional intelligence to better connect with their audience, actively listen to feedback, and adjust their communication styles to suit different executives. Regular, transparent communication and engaging presentations are key to ensuring that HR’s message is heard, understood, and appreciated.  

7) Leading HR teams to drive meaningful impact  

Leadership within HR involves inspiring and motivating the HR team to align their efforts with the organisation’s strategic goals. HR leaders should foster a culture of innovation within their teams, encouraging them to think creatively and propose innovative solutions to organisational challenges.  

Setting clear, measurable goals for the team and regularly reviewing progress towards these objectives is essential. Developing the skills and competencies of HR team members is also crucial, as it ensures the team can effectively address current and future organisational needs. HR leaders should model the behaviours they wish to see, such as adaptability, resilience, and a commitment to continuous improvement.  

Moreover, they should advocate for their team, ensuring they have the resources and support to implement HR initiatives successfully. Recognising and celebrating the achievements of the HR team not only boosts morale but also underscores the value of HR’s contributions to the organisation.  

Workshop sharing activities: Key takeaways from participants  

Image above from the Steering the Executive Suite workshop in Singapore: (From left, standing) Jon Goldstein, Page Executive Managing Partner for Southeast Asia and Japan, and Franck Johnson, Page Executive Singapore Senior Partner for Asia; (7th from left) Audrey Neo, Page Executive Singapore Senior Partner; (from left, front row) James Chin, PageGroup Head of Marketing for Southeast Asia, with the HR leadership participants and coaches from the Collective Change Institute.

Senior human resources professionals shared perspectives, insights, pain points and success stories during the workshop, creating a peer-learning community. Here are some key takeaways and highlights from the workshop:  

“HR leaders are increasingly recognised as strategic business partners, playing a crucial role in aligning people-related strategies with the company’s core objectives and ensuring that personnel matters are a shared agenda across all business units.”

“Our approach involves acting as a mirror to the business, reflecting and reinforcing the organisation’s values and goals. This means HR teams actively facilitate and support senior stakeholders, fostering a culture of nimbleness and responsiveness within the organisation.”  

“By focusing on building communities within the workplace, we position HR as a central figure in cultivating an environment where everyone can be a mentor or coach, thus enhancing our collective ability to support and listen to each other.”  

“Ensure that HR goals are in lockstep with business objectives, demonstrate the value of talent retention and speak the language of the business. This alignment is key to gaining buy-in and effectively communicating our strategies to senior stakeholders.” 

If you are feeling stuck in your career, looking for a way to move to the next level or uncertain about your career journey, reach out to Senior Partners Audrey Neo and Franck Johnson, based in Singapore, for support.

Start a hiring conversation with Page Executive to find out how you, too, can reap the many benefits of a leading global recruitment agency.