HR Pulse - Fall 2008 - (Page 30)

>> INCREASING CEO ENGAGEMENT Being flexible and providing support as required helps the CEO be most productive, look good to constituents, and increases the CEO’s level of engagement. 30 HR Pulse Fall 2008 Call us at 866-843-9555. www.constangy.com Class Action Defense • Litigation Prevention • Labor Relations • Employee Benefits OSHA • Wage Hour • Immigration • Affirmative Action we work and what “makes them tick.” Recognizing that the CEO and HR executive need to work together to achieve individual and overall organizational success, we need to remember that the CEO, like all senior executives, is not absolutely perfect in all areas, and that we all have our own constellation of relative strengths and weaknesses. Formal research studies and our experience with the highest performing leaders have found that they systematically employ the 80/20 rule to their best advantage, are adept at leveraging others’ strengths, and they don’t waste their limited time and resources trying to make everyone great at everything. Consequently, HR executives need to gain an accurate understanding of their CEOs’ strengths to promote senior executive engagement, productivity, and longevity. They should be students of human behavior and must help their CEOs to surround themselves with other leaders who possess complementary talents and forge synergistic teams. The most logical and productive opportunities to evaluate the CEOs’ unique strengths are before they are hired into their role, as part of ongoing professional development, succession planning, during their performance appraisals, and observe them in the course of their daily functions. To function most effectively as a member of a high-performing team, HR executives need to know in advance: • What results do the CEO and board want from you? • How will they know if you’re doing a great job? • Based on the CEO’s experiences with other HR executives and senior executives, what role(s) would they prefer you assume? • HR executives also should be sensitive to what the board and CEO need from them that they have not specified or don’t know to ask for. In addition, HR professionals should know how best to keep the CEO informed. • How formally does this need to be done and in what form(s) and frequency? • Should this be done daily or via weekly updates, in person or in written form, and do they prefer to have an agenda up front? • How does the CEO respond to your “just popping in” to give a “headsup” when needed? 5:19:24 PM 319555_Constangy.indd 1 3/9/07 http://www.constangy.com

Table of Contents Feed for the Digital Edition of HR Pulse - Fall 2008

HR Pulse - Fall 2008 Contents Pulse Points Executive Director’s Letter President’s Message HR Leader Profile: Irma Pye Sammy’s House: Making a Difference in Austin Working Mother Magazine’s 100 Best Companies Increasing CEO Engagement Pastoral Care Retaining Scarce, Critical Talent The Engagement Dilemma Diversity Considerations…More than AAP & EEO Quashing the Workplace Bullying Bug How to Become a Strong Human Resources Partner Citizen Lobbyists Descend Upon Capitol Hill Conference Highlights Schedule at a Glance Sponsors Exhibitors Advertisers’ Index

HR Pulse - Fall 2008

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