human resource managment
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From General Manager to CHRO Harbour, Claire; Tirard, Antoine . INSEAD Articles ; Fountainebleau Fountainebleau: INSEAD. (Sep 16,
2020)
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ABSTRACT (ENGLISH) Three stories of business leaders who moved to the top human resources role and reinvented HR in their company.
[...]an increasing number of companies have appointed Chief Human Resources Officers (CHROs) coming from
business functions. After a series of promotions, Isabelle became Vice President for R&D Europe, CEE and Russia,
across Unilever’s Foods and Home &Personal Care businesses, a role with over 2,000 reports. Since Loren was not
looking for a job, it allowed him to be open and authentic in his interview with the CEO and owner. FULL TEXT Three stories of business leaders who moved to the top human resources role and reinvented HR in their company.
In 2005, Fast Company published the now famous article “Why We Hate HR”. Echoing a popular workplace belief,
the authors asked why HR was broken and how it could be fixed. HR has evolved since then, with some
corporations starting to think differently about the “people function”.
One hallmark of this thinking is that HR should be led by someone with strategy and operations experience. As a
result, an increasing number of companies have appointed Chief Human Resources Officers (CHROs) coming from
business functions. Yet, the debate remains open whether this novel practice is wise. As experts in career and
talent management, we set out to shed light on this question by meeting business leaders who switched to the top
HR role.
Engineering wellness and engagement at Flipkart
Where Krishna grew up, in Southern India, the most esteemed careers were engineering, medicine and chartered
accountancy. Six months into a degree in engineering, Krishna dropped out when he realised he hated it, a rare
move in his community. Instead he pursued the loftier discipline of pure mathematics.
Krishna then went to a small liberal arts college in the United States for a computer science degree. The first seven
years of his tech career were in Silicon Valley, where he experienced dotcom booms and busts, start-ups and large
companies.
In 2012, Krishna was attracted by a role at India’s leading e-commerce site, Flipkart, which was in early-stage
growth. He was excited by the firm’s vision and culture, not to mention the opportunity to return to Bangalore. After
four years, having held a number of increasingly responsible roles in the engineering function, Krishna felt less
inspired after some cultural changes at the company. This led to an amicable exit.
A few years later, Flipkart evolved again and several key figures, including Krishna, were invited to return. He felt
connected with the company and its people, having spent so long in the engine room. He tackled his new role with
his usual curiosity and thirst for learning.
During a leadership development programme, Krishna was encouraged to look into coaching. His reflection on how
to become the best leader possible drew him closer to the people function. He had the space and courage to
pursue his “dream to invest in people 110 percent”. Serendipity came along in the form of an opening as the Head
of HR. Krishna accepted this new challenge, backed up by many colleagues who had pictured him in that role over
the years.
Krishna became Chief People Officer (CPO) in April 2020. Unsurprisingly, he first focused on the health and safety
of Flipkart’s frontline workers, as they served not only the company but the country as well in distributing key
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goods. He tuned in and listened deeply, determined to take care of its staff’s physical, mental and emotional well-
being.
Previous deep dives into the human side of the business have served Krishna well. They have allowed him to
quickly set up impactful employee wellness and engagement programmes. While ensuring that sound metrics are
in place for everything from performance to development, Krishna is also on a mission to make Flipkart a best-in-
class employee experience destination.
The eclectic R&D leader on a mission to transform Barry Callebaut’s HR
Always a curious explorer, Isabelle had her first work experiences at ICI, Villeroy &Boch and others while working
towards her PhD in engineering. She then took a fast-track path at Unilever, starting in a research role before
shifting to product development.
She thrived in creating products that could impact people’s lives. She became increasingly interested in
collaborating across functions in order to better solve consumers’ problems. In her world, people mattered as
much as products. After a series of promotions, Isabelle became Vice President for R&D Europe, CEE and Russia,
across Unilever’s Foods and Home &Personal Care businesses, a role with over 2,000 reports. She described it as
“a glorified HR job!”
When she moved into Unilever’s Foods division, Isabelle met Antoine (not the author), who led this part of the
business. She found herself involved in restructurings, and realised that science and technology could no longer
be kept entirely in house. She conceived eco-systems of internal and external stakeholders that made sense in the
new paradigm.
In her final role at Unilever, Isabelle started an innovation centre –another eco-system involving varied
stakeholders. At the same time she began talking to headhunters. One of them asked if she had ever considered
HR. She was shocked at first, but the idea took root. It aligned brilliantly with her underlying philosophy of having
the people function “at the heart of the business”.
When Antoine, now CEO of chocolate manufacturer Barry Callebaut, approached her about an HR role that would
bring the function closer to the business, Isabelle took the leap. She trusted her former boss and could see that
this role was a true challenge from a leadership and value creation perspective. Moving from a global B2C
behemoth to a smaller B2B, partly family-owned company, Isabelle relished the opportunity, once again, to have a
clear impact.
Isabelle’s built her credibility on the business angle she was expected to inject in HR. With Antoine’s blessing, she
started by visiting the furthest extremities of the supply chain, talking to dairies and cocoa producers in Africa.
Asking fundamental questions, she looked for clear answers that could be “in service of the business”.
Whereas HR had been a scapegoat for more or less every problem in the company, under Isabelle’s leadership, the
team members began to take pride in their roles. The transformation journey is by no means over, but Isabelle’s
legitimacy as a visionary who fundamentally understands business drivers allows her to progress. Ultimately, her
lack of familiarity with HR has helped her concentrate on the big picture.
Using commercial instinct to bring HR back to the playing field at LEGO
Although Loren became a CPO less than three years ago, the seed was planted years earlier when he “discovered”
personal development during a business trip to Australia. He had, until then, been “ignorant and unappreciative of
various wellness modalities such as mindfulness”, but from that moment on, he pursued his own growth
insatiably.
It was only in his first general management role, at Nokia Taiwan, that he began to attempt to carefully introduce
some of his personal learning into a work context. Meanwhile, he completed a number of coaching and leadership
programmes, as well as a second Masters in Organisational Psychology.
By 2011, at Google in Asia, Loren found himself in an environment that was ahead of the curve in the people
development area. He was given time to create a mindfulness programme and a coaching programme, with the
support of Google’s people leader, Laszlo Bock. Loren then began an internal debate: Would he have more impact if
he worked inside HR? He might have made the transition to the people function at Google, had he not been
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headhunted by LEGO.
Since Loren was not looking for a job, it allowed him to be open and authentic in his interview with the CEO and
owner. He was considered for a commercial leadership role, and was even asked whether he would be eyeing the
CEO role. He found himself answering, “Not necessarily, but if you had a CHRO position, I’d be interested in that!”
In 2017, two years after he started at LEGO, a series of shifts, exits and dominos falling led to him being appointed
CPO. His prior commercial role gave him credibility and legitimacy with the board and staff. However, massive
reorganisations had left the HR function reeling, so Loren “had to get the patient out of the ICU and back to the
playing field.” Much of his success came from simplifying and “retiring” prior HR thought and process. He tackled
the rewards system, showcasing the idea that “we are all in this together.”
Loren took a bottom-up approach, creating a highly diverse working group with one mandate: “You tell us!” The
result was a simple, uniquely LEGO, durable model called “The Leadership Playground”, involving about a thousand
“Playground Builders” responsible for introducing and implementing the model.
Was there resistance along the way? “Of course! Half the people thought ‘Who the hell is this guy? Is he being
punished in this role?’ I was only able to pull this off because I had the experience of the heart of the business from
the CCO role,” said Loren. Now that it’s been a few years, the whole company understands that, to have a seat at
the table, HR needs to be “in the business on a daily basis, and not lagging behind”.
The CHRO as business strategist
These stories show that strong leaders with no prior HR background can make outstanding people leaders. Our
subjects had a powerful impact as CHROs through their common humility, deep knowledge of the business,
strategic perspectives and the desire to learn. Alan Mulally, former CEO of Ford, once said, “The best CHROs
become unbelievable business strategists.” Now ask yourself: How would you fare if you found yourself as head of
HR in your organisation? Would you see it as a reward or a punishment? And how could you use the role to create
more value for all?
Six reasons why a CEO could consider a CHRO with no HR background
1. Their previous business experience gives them legitimacy and credibility with a wide range of stakeholders,
including the board.
2. They bring a business angle to the HR function and align it to better support the business.
3. They dare to bring big changes to the function, simplifying or retiring prior practices or processes.
4. They avoid “HR for HR’s sake”, focusing on crucial activities that serve the business.
5. They push their teams to a higher level of impact and help them gain or regain pride.
6. When promoted from within, they become natural “culture carriers” and they role model the opportunity to
pursue a career path that includes shifts and growth.
Six tips for business leaders transitioning to a CHRO role
1. Go beyond the perception that the HR function is less valued or admired than other line roles.
2. In your first months, don’t give the answers too quickly; take the time to listen and understand the culture.
3. Leverage previous knowledge and experience in other areas of the business to assert your credibility in an
authentic way.
4. Get early wins, identify some practical problems that can be fixed simply and quickly; don’t be afraid to kill some
sacred cows.
5. Respect and leverage the expertise of your HR team, help them strengthen their credibility and pride.
6. Put the people strategy at the centre of the business, and the HR function as the mechanism that delivers it.
Claire Harbour is a global talent expert, offering services as a coach, adviser, speaker and writer on topics related
to people, talent and culture.
Antoine Tirard is a talent management advisor and the founder of NexTalent. He is the former head of talent
management of Novartis and LVMH.
Antoine and Claire are the co-authors of Disrupt Your Career: How to Navigate Uncharted Career Transitions and
Thrive.
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Crédito: Claire Harbour (INSEAD MBA ‘92J), Founder, Culture Pearl, and Antoine Tirard (INSEAD MBA ‘97D),
Founder, NexTalent DETAILS
Subject: Mindfulness; Leadership; Engineering; Corporate profiles; Human resources; Product
development
Business indexing term: Subject: Leadership Human resources Product development; Corporation: Barry
Callebaut Unilever PLC; Industry: 54133 : Engineering Services
Location: India
Company / organization: Name: Barry Callebaut; NAICS: 311351; Name: Unilever PLC; NAICS: 311421, 311512,
311520, 311941, 325611, 325620
Classification: 54133: Engineering Services
Publication title: INSEAD Articles; Fountainebleau
Publication year: 2020
Publication date: Sep 16, 2020
Section: Blog Posts
Publisher: INSEAD
Place of publication: Fountainebleau
Country of publication: France, Fountainebleau
Publication subject: Business And Economics
Source type: Other Sources
Language of publication: English
Document type: News
ProQuest document ID: 2448617770
Document URL: https://libproxy.library.unt.edu/login?url=https://www.proquest.com/other-
sources/general-manager-chro/docview/2448617770/se-2?accountid=7113
Copyright: Copyright INSEAD Sep 16, 2020
Last updated: 2020-12-21
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- From General Manager to CHRO