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The Chief Human Resources Officer’s First 100

Days: Key Moments for Success
Jessica Knight Steve Miranda

VP, Research Executive Partner
CHROs Have Large Opportunity For Impact
83%
of CHROs report that their
73%
of CHROs report that they
organizations rely more have more opportunities for
heavily on them compared impact compared to three
to three years ago. years ago.
n = 94 CHROs
Source: 2023 Gartner ReimagineHR Client Survey
4 © 2024 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. and its affiliates.
The initial 100
days are pivotal,
yet nearly half of
executives face
hurdles affecting
their transition
outcomes.
Many Factors Shape a CHRO Transition
Your Context Organizational Context

• CHRO role experience • Ownership structure
• Industry experience • Industry
• Other corporate function • Clarity of CEO mandate
experience • Current state of HR function
• … • …
Environmental Context
• Business cycle
• Labor market dynamics
• Social or political pressures
• …
Source: Gartner
How to Make the Most of Your First 100 Days
1
Accelerate Your Listening Tour
2
Solidify Your Working Relationship with the CEO
3
Build Effective Relationships with Board Members
4
Build Trust With the HR Leadership Team
5
Craft HR Strategy and Align Your Team With It
6
Generate Credibility and Momentum With Quick Wins
Source: Gartner
1
2
3
4
5
6
Source: Gartner
It’s Easy to Overdo It
CHRO
Employee Resource
Group
Board of
Executive Leadership Directors
Team
CEO
HR Leadership
Team
Source: Gartner
Prioritize Outreach to Make Tour Manageable
Stakeholder Prioritization Flow Chart
Will you frequently interact Yes

Engage early
as CHRO?
No
Yes
Could they be a key ally? Engage early
No
Do they own urgent or Yes
Engage early
significant talent issues?
No
Could they be a key Yes
Engage early
distractor or blocker?
No
Could future working Yes
relationship sour if you don’t Engage scalably
reach out?
No
Engage after your first 100
Source: Gartner days.
What to Listen For on Your Tour
HR Leadership Executive Board of

Team Leadership Team Directors
1. What was the biggest win and 1. What are your current 1. What talent metrics do you
biggest loss for HR in terms of priorities and strategy, and rely on most to inform decision
business impact in the last 12 how can HR help enable making?
months? them? 2. Do you believe the board is
2. What do we need to stop, start 2. What are the biggest talent spending enough time on
and continue doing to achieve challenges or risks currently talent matters related to our
our HR goals in the next 12 facing your business business objectives?
months? unit/function? 3. How can I help you manage
3. Are there processes, 3. How well do you think HR staff (primarily talent-related) risks?
structures, technologies or understand the needs of the
people issues that you would business (or your specific
like me to prioritize? function)? Do you see
additional opportunities to
partner with HR?
Source: Gartner
1
2
3
4
5
6
Source: Gartner
Components of Strong CEO – CHRO Partnership
1 2 3
Make Strengthen Unlock

the CEO a the C-Suite Organizational
Better Leader Team Performance
Source: Gartner
Trust is Insufficient for Productive Partnership
Percentage of CHROs Who Report Mutual Trust and Agree
“My CEO and I have an “We have a collaborative “My CEO and I have an
effective process for C-suite culture at effective process for
managing talent-related risks.” my organization.” developing talent strategy.”
53% 56% 53%

n = 144 CHROs, All Respondents
Note: CHROs who report mutual trust agree with the following statements: “My CEO trusts me” and “I trust my CEO.”
Source: 2023 Gartner Q2 CHRO Survey
Four Key Areas for Early CEO – CHRO Alignment
1 2
Organizational & CEO Strategic
HR Priorities Vision
3 4
Expectations for
Ways of Working
CHRO Role
Source: Gartner
1
2
3
4
5
6
Source: Gartner
71% of board directors
say they interact with
the CHRO informally,
but only 57% of them
say their CHROs are
successful in
influencing board
decisions.
n = 200 Board of Directors
Source: 2023 Gartner Board of Directors Talent Survey
Boards Have Limited Time for You (and HR)
250 3 40x
Number of hours board Maximum number How much more time

members spend on their of hours you spend management spends
responsibilities per year presenting to on a topic than the board
(preparation, travel time, board members
meetings, etc.)
Sources: NACD; Gartner; EY
Be a Student of Board Dynamics
1 2 3
Talk to… To understand... To inform…
Extended First
Board Dynamics
Stakeholders Interactions
• CEO • CEO’s Perspective on your • Initial Conversations with
• General Counsel Role vis-à-vis Board Board Members
• CEO’s Chief of Staff • Board Priorities • Board Packets & Briefing
• Board Secretary • Board Cadence Materials
• Board Chair • Board Interests • Substance and Style of First
• Board Committee Chair • Individual Member Goals Board Presentation
• Communication Preferences
Example
To Understand To Inform How You
Talk to Board Board Meeting Balance Presenting
Secretary Structure vs. Discussing
Source: Gartner
Reflection: Building Key Relationships
1
2
3
4
5
6
Source: Gartner
1
2
3
4
5
6
Source: Gartner
HR Leadership Teams (and Leaders) are Stretched
Benchmarking HR Leaders’ Increasing Demands and Stress
Percentage of HR Leaders Reporting
Greater Demands Higher Stress
74%
organizations rely more
heavily on them compared
to three years ago.
70%
more opportunities for
impact compared to three
years ago.
n = 287 HR Leaders
Source: 2023 Gartner ReimagineHR Client Survey Source: HR Executive’s 2023 What’s Keeping HR Up at Night? Survey
Demonstrating Empathy Quickly Can Be Hard
Personal Empathy
I know how
challenging it's Do you...?
been
CHRO HR Leadership Team (HRLT)
Source: Gartner
Work Empathy is Actionable Empathy
Generating Personal Empathy Work Empathy
I know how Root cause common

challenging it's Do you...? 1 challenges you heard
been on listening tour
Identify a process or way of

2 working that you and your
team can change
Follow-up regularly with

3 individuals and team to
chart progress, learn more
CHRO HR Leadership Team (HRLT)
Source: Gartner
1
2
3
4
5
6
Source: Gartner
First HR Strategy Must Align Competing Views
“This is what “But we’ve

I brought you always done “Why won’t you
in to do!” it this way!” listen to my great
“I also have
idea?”
ideas...”
CEO CHRO HRLT
Source: Gartner
Co-create Strategy, Don’t Cascade Strategy
Collaborative Strategy Discussions with HRLT
“Where do we offer effective services and

“Do we as an HR Team have a clear sense of
Sample Kickoff
solutions to our business leaders? Where

Questions
process ownership and process hand-offs?”

don’t we?”
“Do we have clear career paths within the HR

organization?”
Step 1: Step 2: Step 3: Step 4:

CHRO sets the stage Unobserved group Joint discussion CHRO incorporates
with the team discussion between CHRO and input into draft strategy
Time spend: 15 minutes Time spend: 60 minutes team
Time spend: 45 minutes
CHRO leaves CHRO rejoins

the room the team
Source: Gartner
HR Strategy on a Page — Example
STATEMENT OF HUMAN RESOURCES STRATEGY:
Deliver solutions that enable the organization’s talent to actively contribute to the overall business while decreasing operating
expenditure.
State of Talent Health 20XX State of Talent Health 20XX

Top Human Capital Strategic Initiatives
Top Five to Seven Metrics Top Five to Seven Metrics
Describing the Initial State 1. Reset mindset and capabilities among budget holders to Describing Desired State
(Examples) work with zero-based budgeting and align on a savings target, • …
• HR Spend as a % of cost-cutting principles and reasons for the chosen approach. • …
Revenue: 0.8% • …
2. Develop deciding principles and high-level future-state
• HR Spend per Employee
organizational design based on business strategy to prioritize
Headcount Served: $2.80
targeted cost savings opportunities and avoid both a “generic
• Average Compensation
spread” savings approach and long-term damage to talent.
Cost/FTE: $69,000
• Average Benefit Cost / 3. Reevaluate leadership capability for the cost optimization
FTE: $26,500 context to make sure the organization has the profiles needed
• Regrettable Turnover: in the right places, given the new context and savings target.
0.5%
4. …
Underlying Beliefs and Assumptions

a) The CEO is committed to reducing operating expenditure in the time allocated, and there is no unique targeted unit or significantly relevant
macroenvironment element.
b) There is a business strategy that is set and states the initial principles and company operating model to achieve cost reduction targets, together with
buy-in from C-suite stakeholders.
c) There is an experienced HR senior leadership team in place to deliver on this strategy and balance business as usual with cost optimization priorities.
Source: Gartner
1
2
3
4
5
6
Source: Gartner
The “Best” Quick Win Isn't Always Obvious
Talent Analytics Boost
Source: Gartner
How to Evaluate Quick Win Opportunities
Win for the

Organization
Achievable
Win for You
Win
Source: Gartner
How to Evaluate Quick Win Opportunities (Cont.)
Win for the

Organization
• Building
knowledge &
Achievable relationships
Win for You
Win
• Setting
expectations
Source: Gartner
Reflection: Driving Results through Collaboration
1
2
3
4
5
6
Source: Gartner
1
2
3
4
5
6
Source: Gartner
Ask the speaker
Gartner ReimagineHR
Conference 2024
17 – 18 September, 2024 | London, U.K.
28 – 30 October, 2024 | Orlando, FL
Join the premier conference for CHROs At the conference, you’ll gain:
and senior HR leaders. You’ll get the Insights from HR experts and your peers on
research-backed insights you need to build what separates high-performing organizations
from the rest
bold, strategic HR strategies and inspire
next-level employee performance. New ideas on how to drive organizational
performance through talent
Learn more: gartner.com/conf/hr Strategies on how to transform the HR

function to deliver greater business impact
#GartnerHR
© 2024 Gartner, Inc. and/or its affiliates. All rights reserved.

First 100 Days:
Resources for New-
to-Role CHROs
When making the leap to a new position, almost half (46%) of executives
across all functions - HR included - tumble and underperform.
The Gartner New-to-Role CHRO Toolkit gives newly appointed CHROs access
to actionable insights, guidance and tools to help elevate your performance and
make an impact in your new CHRO role.
Download the toolkit to unlock and explore the following resources:

● First 100 Days: Resource Guide for New CHROs
● Model of a World-Class CHRO
● Leadership Vision for 2024: CHROs
● Template: HR Strategy on a Page Download Toolkit
● CHRO Self-Diagnostic Tool
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The Chief Human Resources Officer’s First 100

Jessica Knight Steve Miranda

Your Context Organizational Context

Will you frequently interact Yes

HR Leadership Executive Board of

Make Strengthen Unlock

53% 56% 53%

Number of hours board Maximum number How much more time

Sources: NACD; Gartner; EY

Greater Demands Higher Stress

CHRO HR Leadership Team (HRLT)

Generating Personal Empathy Work Empathy

I know how Root cause common

Identify a process or way of

Follow-up regularly with

CHRO HR Leadership Team (HRLT)

“This is what “But we’ve

CEO CHRO HRLT

“Where do we offer effective services and

solutions to our business leaders? Where

process ownership and process hand-offs?”

“Do we have clear career paths within the HR

Step 1: Step 2: Step 3: Step 4:

CHRO leaves CHRO rejoins

State of Talent Health 20XX State of Talent Health 20XX

Underlying Beliefs and Assumptions

Win for the

Win for the

Learn more: gartner.com/conf/hr Strategies on how to transform the HR

© 2024 Gartner, Inc. and/or its affiliates. All rights reserved.

Download the toolkit to unlock and explore the following resources:

Looking for insights delivered to

Fill out the form to connect with a representative

Or give us a call: +441784614280 | +1 855 637 0291

Download the research slides

View upcoming and on-demand Gartner webinars

Rate this session

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