1 person answered: Melissa
Protect Critical Talent During Restructuring
While I was a CHRO, one example was during a significant organizational restructuring where the business was evaluating how to streamline operations and reduce costs. I was involved early in the conversation, before the final decisions were made, which was important to me because I’ve always believed the CHRO should help shape the business decision, not simply execute the people side of it after the fact.
My perspective was to look beyond the immediate financial savings and ask, “What capabilities and people do we need to protect in order for this decision to actually work?” We looked at performance, critical talent, leadership strength, succession, turnover, labor implications and the potential impact on customers and the remaining organization.
That changed some of the conversation. Rather than approaching the restructuring as an across-the-board cost exercise, we were much more deliberate about which roles could be consolidated, where we needed to retain key talent and how responsibilities would be redistributed so we didn’t save money in one area only to create an operational problem somewhere else.
I also pushed us to think about how the decision would land with the employees who remained. People often focus heavily on those impacted by a restructuring, which is absolutely important, but the employees who stay are watching just as closely. How leadership communicates, how respectfully people are treated and whether employees understand the business rationale has a direct impact on trust, engagement and retention afterward.
My job isn’t to advocate for people at the expense of the business. It’s to bring the people perspective into the business decision so we make a better decision. In this case, we still achieved the operational and financial objectives, but we did it in a way that protected critical talent, reduced unnecessary risk and positioned the organization to operate successfully after the restructuring—not just look better on a spreadsheet.
Align Hiring Plans With Growth
HR leadership helps connect hiring plans to the company’s growth goals. When leaders plan to enter a new market or launch a new service, HR can identify the skills that will be needed. This insight helps executives decide whether to hire, train current employees, or use outside support.
HR also reviews staffing costs so growth plans remain realistic. Bring HR into growth discussions early to build a workforce that supports the business plan.
Assess Workforce Readiness Before Digital Change
Digital transformation often changes jobs, tools, and daily work processes. HR leaders can assess whether employees have the skills and confidence to use new technology. They can also find teams that may need more training or clearer communication.
This helps business leaders set a practical timeline for major technology investments. Ask HR to measure workforce readiness before approving a digital change.
Manage Workforce Risks Before Change
Workforce rules can affect major business decisions, especially when a company expands, restructures, or reduces staff. HR leaders help executives understand labor laws, pay rules, workplace safety needs, and employee relations risks. Their guidance can prevent costly mistakes that harm employees and the company’s reputation.
HR also creates fair processes that support consistent decisions across the business. Consult HR before major workforce changes to manage risk with care.
Unify Cultures After a Merger
Mergers bring together different work styles, values, and expectations. HR leadership helps executives understand where the two company cultures may fit or conflict. Clear plans for communication, benefits, roles, and employee support can reduce confusion during the change.
HR can also help retain key employees who may consider leaving after the deal. Engage HR early to create a smoother and more united merger process.
Prepare Future Leaders Through Succession
Executive succession planning protects the business when senior leaders leave or move into new roles. HR leaders help identify employees who may be ready to take on greater responsibility. They can create development plans that build leadership skills before a transition is needed.
Strong succession planning also reduces uncertainty for employees, investors, and customers. Partner with HR to prepare future leaders before a leadership gap appears.
