By | CCL & NHRD Blore
Center for Creative Leadership (CCL) and The National HRD Network (NHRDN), Bangalore Chapter jointly present a research study
CHRO 3.0: Preparing to Lead the Future HR Function in India
The study aims to identify drivers of change within the HR function in India, critical development gaps in
senior leaders at the helm of the HR function in the country; and provides guidance around changes the
leaders may want to bring about in terms of their mindsets and skills, to be ‘relevant’ in the future.
The HR function in the country has seen a paradigm shift over the past decade; graduating from a ‘cost
center’ with primarily operations and administration responsibilities, to a strategic function that enhances
and develops the most critical assets an enterprise may have, its people. Despite awareness that the
function is evolving rapidly, there seems to be a huge chasm between organizations that are further down
the journey in terms of their HR function maturity, and those that are still hinged on the operational piece.
The HR leader in Indian organizations needs to deal with a myriad of complexities, uncertainties and
ambiguities, not only around the external business and talent context, but also the internal business
strategies and expectations from HR that seem to be rapidly changing. The need of the hour is that the HR
leader, on the one hand plays a ‘true’ partner and advisor to business leader(s), while on the other hand
grounds herself on managing the most fundamental people processes in the enterprise.
Technology has been both a big disruptor and a big leveller. While it has changed [or is changing] the way
HR is done in enterprises, it has also provided an opportunity to HR functions across the board to take
their ‘game’ up a few notches in one stroke of brush! The HR leader of the future will need to fnd a fne
balance between leaning on technology to enhance the impact of the function, while simultaneously not
losing sight of the ‘human’ aspect of human resources.
The CHRO 3.0 report discusses some of these polarities the HR leader of the future may face. And, ways in
which she can ‘engineer’ crucible experiences to exponentially develop herself and her team over the
This joint research initiative marks a partnership between two like-minded organizations dedicated to
developing HR leaders. CCL, one of the world’s most respected brands in leadership development, with
deep expertise in running successful open-enrolment, custom engagement, coaching, and online leadership
development interventions, all deep-rooted in research; and, NHRDN, the national apex body of
professionals committed to enhancing the capability of human resource professionals in India.
This is hopefully frst of the several joint initiatives to expand the body of knowledge about future readiness of HR
leaders, and launching high-impact leadership development interventions targeted at HR and business
leaders in India.