Human resources managers rarely become a company’s Chief Executive Officer (CEO). In general, a company’s director has management and economic skills but does not have a deep understanding of Human Resource (HR) concepts. However, an HR manager has all the qualities necessary for running a company.
Overcoming the Management Barrier
The mobility of HR managers can be pretty limited. Indeed, they often transfer to different company departments or move institutions if the Human Resource Director (HRD) role is passed. They keep a supporting role for management because CEOs do not have sufficient HR skills. Thus, the director of a company is considered skilled in finance, marketing, or sales but never human resources. Regardless of perception, an essential link brings together the management of a company and the employees. In this way, HR managers can bring added value to the organization of a company if they can overcome the management barrier and become CEO.
Optimizing Employee Productivity
Business leaders regularly experience disappointments following strategies to develop productivity. For example, CEOs want their employees to increase their output during a merger and acquisition to compensate for this organizational change. This combination of corporate cultures can negatively impact the results of this strategy and demotivate employees. An HR manager is the best person to manage employees and executives of a company by strategically introducing the new culture and values of the company. They can also facilitate dialogue and give more responsibility to employees and managers, empowering them to navigate organizational change together.
Managing Performance
CEOs are not always responsive regarding performance management. They sometimes experience difficulties managing the organizational structure by offering the right tools to the right players. The best talent cannot make the most of their abilities, which results in performance suffering. An HR-experienced CEO can make faster decisions and give employees more autonomy. This need for independence can undoubtedly lead to employee errors but stimulate their production and reactivity. Similarly, an HR manager or HRD is willing to manage the moving parts, which are also at stake.
Mastering Company Image
The positive image of the company internally with employees and externally with potential candidates is essential. Internally, employees sometimes lack confidence in their management regarding poor peer performance, discrimination, or direct communication. HR managers are fully aware of these issues and know how to manage the image of a company by promoting organizational objectives. Often, upper management struggles to establish a climate of trust with the employees. HR is also capable of spreading corporate culture on the external market. They promote company values to future employees with ease because they manage recruitment.
Mastering Multitasking
HR managers have multiple tasks to handle. They listen to an employee’s complaints, answer questions regarding maternity leave, and make decisions regarding hiring strategies. In HR proceedings, there is no end to potential problems; one manager can resolve an issue while another is ready to meet the next. In this way, business requirements and priorities are continuously changing and growing. Often, a single HR person has to handle and resolve all such matters simultaneously, allowing them to master being a multitasker quickly. 
Possessing Decorum and Ethics
An HR manager possesses many qualities that enable them to interact with business managers, employees, and external partners or candidates. They are experts in written and oral communication, and their skills must be well-defined, precise, influential, and according to all levels of the organization. Whenever conflict emerges between managers, teams, and peers, an HR associate plays a remarkable role in sorting out the matter as soon as possible. With these skills, the HR associate must possess tremendous corporate decorum and unwavering ethical standards.
Conclusion
In conclusion, while it’s a rarity for Human Resources (HR) managers to ascend to the Chief Executive Officer (CEO) role, their unique skill set and understanding of organizational dynamics position them as ideal candidates for such leadership positions. By overcoming the management barrier, HR managers can bridge the gap between management and employees, optimizing productivity and managing performance effectively. Their ability to master company image, multitask efficiently, and uphold decorum and ethics further underscore their suitability for executive roles. By recognizing and leveraging the valuable contributions of HR professionals, organizations can cultivate stronger leadership pipelines and foster a culture of inclusivity, productivity, and ethical excellence.
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