Developing the Next Generation of CHROs in Higher Education
Highlights From the “Learning to Fly” Study

Higher Education is in flux as demand for degrees in the US increases and cost pressures rise. For Chief Human Resource Officers (CHROs) in the sector, the consequences include a need to initiate new programs and update processes that have been in place for years. Change management will become increasingly important as will the use of HR analytics and technologies.

To ensure CHROs will be in a position to manage this change, they should focus on five major areas of development:

  • Leading Up – CHROs typically report to several different stakeholders including the Board of Regents/Directors/Trustees, President/Dean/Provost. This means expectations can be very high.
  • Leading Across – the CHRO is in a position of both trust and influence and rank their relationship with the President/Dean/Provost as most important.
  • Leading the Function – the top concern of CHROs interviewed for this study was organizational effectiveness followed by employee relations/communication.
  • Leading Externally – although they don’t deal with shareholders, CHROs must stay in touch with their industry to stay relevant.
  • Leading Self – an examination of interpersonal and internal dynamics, CHROs scored well in power, cooperativeness, and liveliness.

To find out more about this study based on interviews with nearly 50 CHROs and Heads of HR, download the full report.

About the Authors

Partner HR & Talent Advisory | U.S.
Partner HR & Talent Advisory | U.S.