【自我增值】為何 Chief HR Officer 對管理層如此重要？
在日常的人才管理中，首席人力資源官（Chief Human Resources Officer ，簡稱CHRO）職責為組織制定公司年度人力資源的需求計劃。組織人員招聘過程，通過多種渠道為公司尋求合適的人才；負責建立企業文化、編制人事檔案管理制度、編寫員工手冊、設定培訓大綱和規章制度、制定實施的細則和人力資源部的工作。此外，亦負責編寫公司員工的考核及推進改革，處理員工針對考核結果的申訴等引伸的工作。由此可見，CHRO是行政總裁（CEO）和董事會的人力䇿略顧問。其實，董事會最重要的職責是任命CEO 釐定高管薪酬及激勵措施，並監督人才的發展。具備人力資源專業知識的總監可就相關的問題，為董事會提供專業的意見和指導，以及發揮監督的效能。

此外，CHRO的職能屬於聯繫人的中心，他們親自接觸關鍵的人力資源，解釋公司䇿略及目標（Strategic Intent），是所有人力數據的保管者，在企業進行變革中，為人力資源的分析及建議，為企業提供重大商業價值。還有CHRO在遴選CEO接班人的計劃過程中，發揮著重要的關鍵時刻，包括識別和培養CEO，以及其他關鍵領導的內部候選人。一位具經驗的專業人力資源業務主管可以幫助董事會評估公司的人才策略，是否與其業務策略貫徹一致。

再者，CHRO以專業的經驗，為企業培養強大的企業文化，並協助企業審視員工的滿意度、行為準則和工作場所的安全性，並就相關的審視及顧慮提出專業及合適的方案。他們部分是董事會的成員，亦是制定和傳達公司人事程序的「可靠顧問」。

作為CEO眼中頂級人才顧問，鑑於面臨的挑戰和複雜性，CHRO實際上是與CEO分擔責任，為團隊落實執行各項細則，維持高水平的人力管理。CHRO擁有招聘、培訓及輔導、營運和人力管理供應商的經驗。整體而言，CHRO 是企業解決業務方案的總指揮，同時亦需考量每位人才的整體績效，CEO亦在考量範圍之內。

以前企業將人力資源視作成本中心，現在大部分企業已經將人力資源轉化為利潤導向中心。因此，他們必須具有意識地減少整體公司的營運支出，並且在與其他潛在客戶群共享人力資源服務時，也應將其視為利潤中心（充值成本模型（Cost Recharge Model）：可以出售服務給其他類似的客戶群體）。

我們相信隨着愈來愈多的董事會重新審視企業的結構及營運方式，以及將現有董事的技能與公司長期的發展䇿略、當前風險、社會和法律環境的挑戰，跟目前業務的數據進行比併，CHRO的職能變得日益重要，這趨勢將持續到CHRO擔任董事。

Why CHRO is so important to Top Management ?
Be Bold and Brave, Do the Right Thing for the company

On a day-to-day management, CHROs formulate, decide and execute on talent acquisition, leadership development, human resources technology platforms, compensation, performance management, culture, diversity and inclusion, learning and development, succession planning, employee relations, and a host of other requirements.

CHROs are Strategic Advisors to the CEOs and Board of Directors. Among the board’s most important responsibilities are to appoint the CEO, design executive compensation and incentives, and monitor talent development. A director with human resources expertise can provide valuable guidance and oversight in addressing the above matters. Furthermore, CHRO is the centre for connecting people, first person to meet critical resources and explain the corporate strategic intent, gatekeeper for all human data who will bring tremendous value to organizational transformation in terms of HR analytics. He/She is also playing a key role to the CEO succession planning process, including the identification and cultivation of internal candidates for the CEO and other key and critical leadership positions. A business leader with HR experience can help the board assess whether the company’s talent strategy is aligned with its business strategy. Moreover, CHROs have valuable experience in cultivating a strong corporate culture, making them well suited to ask the right questions to help identify concerns related to employee satisfaction, code of conduct, and workplace safety. They have a seat at the Board level and are “trusted advisors” to formulate and deliver organization’s people agenda.

As the CEO’s top talent advisor, and given the challenges and complexity, the CHRO is actually sharing the responsibility with the CEO for ensuring a high-functioning executive team. CHRO is organization’s talent solution business owner and is accountable for the overall performance of each talent inclusive of the CEO. They own the budget on recruitment, training and coaching, operations and vendor management. The old version of HR function as a cost centre to the organization has been transformed to be a profit-centre in most of the organizations. Hence, the function needs to be cost-conscious in order to reduce the overall corporate expenses and should also be thinking it as a profit-centre when the HR service is being shared with other potential customers groups (cost recharge model/it can sell the service to other similar group of customers).

We believe that as more boards review their composition and compare the skill sets of their current directors with the company’s long-term strategy, current risks, social and legal landscape challenges and business purpose, more CHROs may be tapped for director seats in the boardroom.
<s>[INST] <<SYS>> 你是一個專業的博主。請用繁體中文就指定主題撰寫一篇不少於 400 字的粵語博客。你的博客應該包括引言、正文和結論。 你應該將正文分為幾個段落。您要把博客的內容寫得豐富且有趣。博客內容必須切合打工仔的興趣。如果您不知道指定的主題或沒有足夠的信息來編寫該主題，則應使用指定主題的前十個 Google 搜索結果來編寫它。 <</SYS>> 【自我增值】為何 Chief HR Officer 對管理層如此重要？ [/INST] 在日常的人才管理中，首席人力資源官（Chief Human Resources Officer ，簡稱CHRO）職責為組織制定公司年度人力資源的需求計劃。組織人員招聘過程，通過多種渠道為公司尋求合適的人才；負責建立企業文化、編制人事檔案管理制度、編寫員工手冊、設定培訓大綱和規章制度、制定實施的細則和人力資源部的工作。此外，亦負責編寫公司員工的考核及推進改革，處理員工針對考核結果的申訴等引伸的工作。由此可見，CHRO是行政總裁（CEO）和董事會的人力䇿略顧問。其實，董事會最重要的職責是任命CEO 釐定高管薪酬及激勵措施，並監督人才的發展。具備人力資源專業知識的總監可就相關的問題，為董事會提供專業的意見和指導，以及發揮監督的效能。

此外，CHRO的職能屬於聯繫人的中心，他們親自接觸關鍵的人力資源，解釋公司䇿略及目標（Strategic Intent），是所有人力數據的保管者，在企業進行變革中，為人力資源的分析及建議，為企業提供重大商業價值。還有CHRO在遴選CEO接班人的計劃過程中，發揮著重要的關鍵時刻，包括識別和培養CEO，以及其他關鍵領導的內部候選人。一位具經驗的專業人力資源業務主管可以幫助董事會評估公司的人才策略，是否與其業務策略貫徹一致。

再者，CHRO以專業的經驗，為企業培養強大的企業文化，並協助企業審視員工的滿意度、行為準則和工作場所的安全性，並就相關的審視及顧慮提出專業及合適的方案。他們部分是董事會的成員，亦是制定和傳達公司人事程序的「可靠顧問」。

作為CEO眼中頂級人才顧問，鑑於面臨的挑戰和複雜性，CHRO實際上是與CEO分擔責任，為團隊落實執行各項細則，維持高水平的人力管理。CHRO擁有招聘、培訓及輔導、營運和人力管理供應商的經驗。整體而言，CHRO 是企業解決業務方案的總指揮，同時亦需考量每位人才的整體績效，CEO亦在考量範圍之內。

以前企業將人力資源視作成本中心，現在大部分企業已經將人力資源轉化為利潤導向中心。因此，他們必須具有意識地減少整體公司的營運支出，並且在與其他潛在客戶群共享人力資源服務時，也應將其視為利潤中心（充值成本模型（Cost Recharge Model）：可以出售服務給其他類似的客戶群體）。

我們相信隨着愈來愈多的董事會重新審視企業的結構及營運方式，以及將現有董事的技能與公司長期的發展䇿略、當前風險、社會和法律環境的挑戰，跟目前業務的數據進行比併，CHRO的職能變得日益重要，這趨勢將持續到CHRO擔任董事。

Why CHRO is so important to Top Management ?
Be Bold and Brave, Do the Right Thing for the company

On a day-to-day management, CHROs formulate, decide and execute on talent acquisition, leadership development, human resources technology platforms, compensation, performance management, culture, diversity and inclusion, learning and development, succession planning, employee relations, and a host of other requirements.

CHROs are Strategic Advisors to the CEOs and Board of Directors. Among the board’s most important responsibilities are to appoint the CEO, design executive compensation and incentives, and monitor talent development. A director with human resources expertise can provide valuable guidance and oversight in addressing the above matters. Furthermore, CHRO is the centre for connecting people, first person to meet critical resources and explain the corporate strategic intent, gatekeeper for all human data who will bring tremendous value to organizational transformation in terms of HR analytics. He/She is also playing a key role to the CEO succession planning process, including the identification and cultivation of internal candidates for the CEO and other key and critical leadership positions. A business leader with HR experience can help the board assess whether the company’s talent strategy is aligned with its business strategy. Moreover, CHROs have valuable experience in cultivating a strong corporate culture, making them well suited to ask the right questions to help identify concerns related to employee satisfaction, code of conduct, and workplace safety. They have a seat at the Board level and are “trusted advisors” to formulate and deliver organization’s people agenda.

As the CEO’s top talent advisor, and given the challenges and complexity, the CHRO is actually sharing the responsibility with the CEO for ensuring a high-functioning executive team. CHRO is organization’s talent solution business owner and is accountable for the overall performance of each talent inclusive of the CEO. They own the budget on recruitment, training and coaching, operations and vendor management. The old version of HR function as a cost centre to the organization has been transformed to be a profit-centre in most of the organizations. Hence, the function needs to be cost-conscious in order to reduce the overall corporate expenses and should also be thinking it as a profit-centre when the HR service is being shared with other potential customers groups (cost recharge model/it can sell the service to other similar group of customers).

We believe that as more boards review their composition and compare the skill sets of their current directors with the company’s long-term strategy, current risks, social and legal landscape challenges and business purpose, more CHROs may be tapped for director seats in the boardroom. </s>