7 HR Responsibilities CHROs Have Eliminated to Benefit Their Organizations
Chief Human Resources Officers are rethinking traditional HR practices to create more efficient and effective organizations. This article explores seven responsibilities that forward-thinking CHROs have eliminated, featuring insights from industry experts who have successfully implemented these changes. From shifting to continuous performance conversations to transferring review ownership to operating managers, these strategic moves are reshaping how HR functions operate.
Shifted to Continuous Performance Conversations
One traditional HR responsibility I decided to evolve early on was performance reviews—the rigid, once-a-year evaluation process that felt more like a formality than a genuine growth tool. When I started Zapiy, I carried over some corporate habits from my earlier career, thinking they'd give us structure. But as the team grew, I realized those annual reviews were doing more harm than good. They created anxiety, discouraged ongoing feedback, and didn't reflect the fast-moving, iterative nature of a digital company.
One specific moment stands out. A talented developer once told me after his first annual review, "I wish we talked about this stuff earlier." It hit me—he wasn't underperforming; he was under-communicated with. That conversation pushed me to rethink the whole model. Instead of traditional performance reviews, we shifted to continuous performance conversations. Managers were encouraged to have biweekly one-on-ones focused on support, blockers, and progress, not judgment.
This change had a profound effect. It built a culture of transparency and adaptability, where feedback wasn't an event but a natural part of our workflow. The organization benefited in measurable ways—employee engagement scores improved, turnover decreased, and, perhaps most importantly, people began taking ownership of their growth.
From a leadership standpoint, it also made us more agile. By eliminating the bureaucratic layers tied to traditional reviews, we could act on talent insights faster—whether it meant reassigning someone to a better-fit project or recognizing a hidden strength that might've gone unnoticed for months.
Over time, I've noticed this shift mirrors a broader trend across industries: HR evolving from policy enforcers to culture architects. Letting go of that old review system wasn't about removing accountability—it was about redefining it. We replaced static evaluation with dynamic connection, which ultimately made the team more aligned and the company stronger.
Looking back, that decision symbolized the kind of leadership I strive for—one that trusts people enough to give them feedback in real time and empowers them to grow continuously, not just annually.
Transferred Review Ownership to Operating Managers
I moved the responsibility of doing the annual performance reviews away from the HR teams into the hands of the operating teams. While the HR teams were still on point to ensure the process was being followed, the difference is that they were no longer doing the diligence, completing the forms, and providing the feedback to the employees. Instead the operating managers needed to do this.
There were several benefits of this. First, it was the fair thing to do for the HR teams who would often be burdened with doing a high volume of these performance reviews to be completed in tight timelines. And since they did not intimately know the work product and effectiveness of those they were evaluating, the HR teams had to conduct numerous discussions with several managers to fill out the performance scorecards. Worst yet, then they had to defend those scores and comments in front of those they evaluated.
The second benefit was that it allowed the managers to own the process and provide tactical insights and observations in the reviews. This eliminated several process steps increasing efficiency. Finally, by owning the performance reviews, the managers could now be held accountable for the development of their people. Finally, the employee benefited from the reviews, both because the content was accurate but also because they could discuss their developmental needs with those that had the ability to help them on the job.
This change allowed the HR and Operating teams to play to their strengths, increased process efficiency, improve overall effectiveness, and genuinely benefit the most important cohort - the employees who were being reviewed.
Replaced Centralized Training With Peer-Led Learning
Several CHROs have removed centralized training programs and replaced them with peer-led learning initiatives. Old-fashioned training departments often create generic courses that don't address the real challenges employees face daily. When coworkers teach each other, the knowledge shared is practical and immediately useful for actual work situations. Peer-led learning builds stronger relationships between team members and creates a culture of continuous knowledge sharing.
This approach costs less than traditional training while delivering better results because employees learn from people who understand their specific needs. Companies that use peer learning see faster skill development and stronger team bonds. Start building a peer learning program in your organization by identifying experts willing to share their knowledge with colleagues.
Eliminated Rigid Job Descriptions for Adaptability
Many CHROs have eliminated rigid job descriptions in favor of fluid roles that adapt to changing business needs. Traditional job descriptions often lock employees into narrow boxes that limit their potential and creativity. By removing these strict boundaries, organizations allow team members to grow their skills and take on new challenges as opportunities arise. This approach helps companies stay agile in fast-moving markets where roles must evolve quickly.
Employees feel more engaged when they can explore different areas of work that match their interests and strengths. Organizations that embrace fluid roles often see higher innovation and better problem-solving across teams. Consider evaluating your current job descriptions to see if they empower or restrict your workforce.
Abolished Fixed Schedules for Outcome-Based Flexibility
Progressive CHROs have abolished fixed work schedules in favor of outcome-based flexibility that focuses on results rather than hours. The traditional nine-to-five schedule assumes everyone works best at the same times, which simply isn't true for most people. When organizations measure success by what gets accomplished instead of time spent at a desk, employees can work during their most productive hours. This flexibility helps workers balance their personal lives with professional responsibilities, leading to lower stress and better mental health.
Parents, caregivers, and people with different energy patterns especially benefit from this approach. Companies using outcome-based work models report higher productivity and employee satisfaction. Explore how your organization can shift from counting hours to measuring meaningful results.
Discontinued Mandatory Dress Codes
Many CHROs have discontinued mandatory dress codes, which has improved workplace autonomy and employee morale. Strict clothing rules often have no real connection to how well someone does their job in most office environments. When people can dress comfortably while remaining professional, they feel trusted and respected by their employers. This change particularly benefits employees who may have struggled with expensive wardrobe requirements or dress codes that didn't fit their body types or cultural backgrounds.
Removing unnecessary dress rules shows that leadership values substance over superficial appearances. Organizations that have relaxed dress codes often see improvements in employee confidence and workplace satisfaction. Review your dress code policies to determine if they truly serve your business goals or simply maintain outdated traditions.
Streamlined Hiring Processes to Secure Talent Faster
Forward-thinking CHROs have eliminated lengthy hiring processes by implementing streamlined assessments that speed up recruitment. Traditional hiring often involves multiple interview rounds, unnecessary tests, and long waiting periods that frustrate candidates and slow down business operations. Simplified hiring processes focus on the most important qualifications and decision factors, cutting out redundant steps that waste everyone's time. Quick, efficient hiring helps organizations secure top talent before competitors do, especially in tight job markets.
Candidates appreciate companies that respect their time and make clear decisions promptly. Businesses with streamlined hiring report better candidate experiences and faster time-to-productivity for new employees. Examine your current hiring process to identify bottlenecks and unnecessary steps that could be eliminated without sacrificing quality.