{"id":28617,"date":"2021-06-28T23:21:00","date_gmt":"2021-06-28T23:21:00","guid":{"rendered":"http:\/\/gator4105.temp.domains\/~qlksear1\/?p=28617"},"modified":"2023-02-23T03:12:32","modified_gmt":"2023-02-23T03:12:32","slug":"critical-bond-between-ceo-and-chro","status":"publish","type":"post","link":"http:\/\/gator4105.temp.domains\/~qlksear1\/critical-bond-between-ceo-and-chro\/","title":{"rendered":"The Critical (and Often Ignored) Bond Between CEOs and CHROs"},"content":{"rendered":"\n

CEOs of healthcare firms must ask themselves one critical question: who’s responsible for bringing value to their business?<\/p>\n\n\n\n

One (incorrect) answer could be the framework or system built that allows for plug-and-play type efficiency, productivity, and profit-building. But that response would be as short-sighted as it is cynical.<\/p>\n\n\n\n

Who’s responsible for creating those processes and systems that equip healthcare companies for success?<\/p>\n\n\n\n

Before answering, keeping in mind, a business does not function optimally or create value just because it exists. Nor can some magical machine pump out profits at the press of a button.<\/p>\n\n\n\n

Instead, it’s all about the people involved.<\/p>\n\n\n\n

While most CEOs do grasp the above concept, they continue to struggle with the human capital element of their business<\/a><\/p>\n\n\n\n

What could be causing this disconnect?<\/p>\n\n\n\n

Many healthcare CEOs (and in other industries, for that matter) don’t view HR as equals. More to the point, they don’t see human resources as a generator of revenue.<\/p>\n\n\n\n

Why is it a Mistake to Ignore Your HR Leader<\/strong><\/h3>\n\n\n\n

At first, looking at the functions of an HR department doesn’t bring one’s mind immediately to revenue.<\/p>\n\n\n\n

It’s an understandable mistake when you aren’t a top executive. The department is centered around hiring, workplace policies, conduct, and culture. None of those responsibilities has anything – directly – to do with marketing, selling, or encouraging profits.<\/p>\n\n\n\n

As such, many CEOs rate HR as the 8th or 9th most crucial function of their organization<\/a>.<\/p>\n\n\n\n

Furthermore, Chief Human Resources Officers (CHROs) are often cannon fodder for CEOs and are frequently mistreated and fired<\/a>.<\/p>\n\n\n\n

Yet, digging beyond the surface shows the impact HR has on your healthcare firm’s long-term success. A high-functioning human resources department lays the foundation with top-tier hiring practices and building your workplace culture. Both factors are integral to a company’s ability to profit<\/a>.<\/p>\n\n\n\n

How to Improve the Relation Between CEOs and CHROs<\/strong><\/h3>\n\n\n\n

While there’s no doubting the role a top-performing HR department plays in your healthcare firm’s success, there’s a need to make things more concrete. When a talent’s contributions to your company are too abstract, it’s bound to create confusion about what they’re really doing.<\/p>\n\n\n\n

Therefore, CEOs and CHROs at healthcare firms need to sit down and hash out their relationship.<\/p>\n\n\n\n

More specifically, they need to define how HR departments can become profit centers.<\/p>\n\n\n\n

Below is a list of traits (inspired by The Biz Coach<\/a>) that a CEO should seek from their CHRO:<\/p>\n\n\n\n

An Expert Strategist:<\/em><\/p>\n\n\n\n