Hiring the right Chief Human Resources Officer
for your organization

What does a Chief Human Resources Officer do?

The Chief Human Resources Officer (CHRO) is a top executive who oversees an organization’s talent pool. The CHRO is in charge of the present and future human capital management: attracting the right talent in the organization despite talent scarcity, ensuring proper development of employees to their reach their full potential, while balancing topics such as diversity, employee productivity and happiness in the workspace. The position also requires digital competencies as the CHRO is also often involved in teh selection fo the systems required to operate all HR functions such as recruitment, payroll, performance reviews, learning, skill management, people analytics and more.

CHROs should also be well versed in regulatory imperatives, as they must beet compliance requirements to employ people in several countries. As jobs become increasingly complex and digitized, the CHRO role is critical to pilot the organization to gain a long-term competitive advantage through the identification, retention and development of top talents, setting the company apart from its competitors.

Career Development

This position is similar to


Chief Operating Officer



How to succesfully hire a Chief Human Resources Officer?


Create a job description with the desired competencies.

Make a list of the Competencies and Skills you are after and feature them prominently in your job offer. Basing your criteria on skills rather than experience will help you reach a larger talent pool.

Check skillset

Test your shortlisted candidates to check behavior fit.

Hiring assessments are great at spotting behavior traits and get an idea of how candidates will fit in your organization. They also help you to run better interviews with candidates.

Check assessments

Skillset of a Chief Human Resources Officer

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★★★★★ Expert level required
 Change Management  Driving change and innovation

 Policy & Compliance Management  Compliance Management Policy Control Company Policies

 Developing others  Coaching others to succeed Sharing knowledge, skills and expertise to others

 Strategic Thinking  Company Vision Strategic Thinking
★★★★ Proficient level required
 Cost control  Cost of goods sold Standard Costs Cost Control Budgeting Variance analysis

 People Analytics  People Analytics
Strategic future skill

 Compensation & Benefits Management  Stock Options Incentives Compensation & Benefits management Employee Pension Employee Rewards

 Talent & Career Management  Employee retention Succession planning Career development planning Employee Engagement Skills management Internships Talent Management Process
★★★☆☆ Competent level required
 Digital citizenship skills  Digital transformation
Strategic future skill

 Business Management  Organizational Change Culture Change


A skills-based approach based on the lastest market data ensures you will look for future-proof candidates

By focusing on skills, not experience, you widen the potential talent pool to a larger set of individuals

Set realistic expectations: don't loose time looking for a "unicorn candidate" and move forward to behavior assessments. Unlike behaviors, skills are easy to be taught once they are clearly identified.



Ability to solve complex business challenges. A competency is typically made of several interconnected sub-skills.


A hard skill or technical ability required to perform a task. Skills are more fine-grained than competencies and easier to be taught.


A set of attitudes and soft skills expected of an individual to suceed in her/his position and organization.

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