40 %

of all executive
transitions fail in
the first 18 months.

The CHRO Transition Lab at

(DESIGNED TO MAKE SURE YOU FALL IN THE OTHER 60%.)

A single day to map the first
six months of your journey.
The CHRO Transition Lab at Deloitte is a one-day experience built
to ensure newly-appointed executives hit the ground running
and thrive in new roles. The agenda focuses on the three most
important resources an HR Chief must manage: time, talent, and
stakeholder relations.

The day is built around proprietary research Deloitte has done

into executive transitions, and culminates in a plan with four work
streams for you to:

Define and communicate your priorities

Assess and develop a talent strategy for your team
Understand and influence key stakeholders
Develop a gameplan for your first 180 days

Executive Transitions
 Too often, the urgent
crowds out the important.

The shelf life of CHROs

I wish I had
is very short these days.
communicated my
key messages earlier
and more consistently.
You have to take some people
out fast, and make at least a
few changes in the first three to
six months. You need to make Make sure you take time
sure its your team, and that to have conversations
your people are aligned with your key business
with you. stakeholders on what they
really need from HR.

Unfortunately, I trusted progress

reports on key initiatives at face
value, only to find out there was
far less progress than people
on my team presented.

Studying Executive Transitions

Deloittes Executive Transition Program conducted research with
more than 100 recently-appointed business executives from
companies with over $500 billion in combined revenues. Our
research uncovered hidden insights about why transitions succeed,
and why they frequently fail. The CHRO Transition Lab has been built
to capitalize on those insights.
AN EXECUTIVES CURRENCY

Time, Talent & Relationships

From juggling unexpected demands to shaping the right
team, three issues emerged in our research as clear drivers
of success (or failure) in every transition:

TIME: Crushing new TALENT: Great talent

demands will be made not only makes you look
on your time, and you good but helps you make
must treat it as your most the most of your time.
valuable asset. What are
Often, a new CHROs
your priorities, where do
you want to spend your biggest regret is not moving
time, and how will fast enough on talent
you enforce challenges and
that? opportunities.

RELATIONSHIPS: CHROs who didnt

make time to cultivate critical relationships
later found those people became stumbling
blocks. Who are your important stake-
holders (CEO, Business Leaders, HR
Team), and how will you communi-
cate with them?
 A PLACE BUILT TO ENSURE YOUR SUCCESS

The CHRO Transition Lab at Deloitte.

The Lab is a confidential and open space where you can ask, ponder, and
address questions that will affect your transition. A day-long experience
includes a series of tested exercises that emerged from deep one-on-one
conversations with other HR Leaders in transition. In the Lab session, youll
explore time, talent and relationship landmines, and develop a detailed plan
for success in your first 180 days.

THE LAB FORMULA

+ +
Research-Based Immersive Methods Relevant
Content & Exercises Subject Matter Experts
Frameworks built on Exercises based on Diverse perspectives
empirical data, research, behavioral research and from experts selected
and cumulative learnings team dynamics, and because they know your
from 1,000+ Lab sessions conversations challenge, industry
with your people or agency

+ +
Custom-Trained, Consciously-
Expert Facilitators Designed Environment
Business practitioners Movable panels, flexible
specializing in furniture & an intimate
intervention, disruption, space built to spark
alignment, and consensus conversation

=
BREAKTHROUGH
Breakthrough ideas, aligned
team, defined next steps
HOPES, FEARS & LEGACY

Start With Your Aspirations 1

What do you want to be remembered for?
You want to leave a mark, and we begin the day exploring exactly how
youll do that. Along with defining your legacy, well examine your hopes
and fears as well as those of other stakeholders, like your CEO. The rest
of the day will be geared around making your vision a reality.

What
Matters!
Too often, the urgent
crowds out the important,
and the stuff that really
matters gets placed on the Important: It needs to be
backburner. Carrying the planned now and executed over
the long-term because of its
HR Leadership torch requires long-term strategic benefit.
a long-term vision that keeps
the strategy in sight. It starts
Urgent: It needs to
by aligning where you want be done immediately
to go with where the but can distract from
the priorities that will
organization needs to be. advance the
long-term
Then, decisions can be made agenda.
about the priorities that will
advance the larger vision, the
vision for which you will be
remembered. FOCUS
THE FOUR FACES MODEL

Consider Where You Spend Time 2

The Four Faces Of HR Leadership
As a new executive, there will be endless demands on your time. The
most successful CHROs determine early on how to balance their time
and energy across four critical roles.

As a CATALYST, the CHRO As a STRATEGIST, the CHRO provides

encourages behaviors to execute human capital strategy leadership,
objectives through culture, leadership, aligned with business strategy
and management practices and key performance criteria

DING EDGE
LEA

THRESHOLD
PERFORMANCE
c
ne

a
rm
Exe

rf
cu

Pe
o
tio

Catalyst Strategist
n

o
nr
Effi
l
t

C
cie
o

nc
y

Steward Operator
As a STEWARD, the CHRO As an OPERATOR, the CHRO
protects and preserves critical balances talent, capabilities, costs
talent, and renews skills to support and service levels to efficiently fulfill
future needs the HR organizations responsibilities

CURRENT%
(time allocation)
vs. FUTURE%
(time allocation)
YOUR ORG CHART

Assess Team & Talent Issues 3

Getting to the heart of talent issues quickly is at the center of every
transition success story. Figuring out the team members who will
advance your priorities is critical and needs to occur in an unbiased
environment. As you walk through the Lab, exercises will reveal when
A talent must be applied to a priority and where C talent could
become a liability.

What skills do
you need to
move your
priorities forward?

Do you have Should you

the right settle for
Who will you
people in the B-Team
How will you develop vs
right roles? people?
recruit and replace?
renew talent?

High confidence Assess confidence in each

Med confidence team members ability
Low confidence
to execute your vision.
STAKEHOLDER ANALYSIS

Examine Relationships & Influence 4

From managing relationships with family to those with key
stakeholders, your success will come from having a plan. Right away
you want to connect to and establish relationships with people who
matter, and then consider the major issues youll be facing with them --
and how youll tackle them.

Board
Members

Your Compensation
Boss Committee

HR
Analysts
Function

Other Employees
Executives

Business & External

Function Leaders Talent

In this module, you will :

Ask what critical stakeholders want, and what they dont

want.
Brainstorm what currencies can be used to successfully
influence.
Understand differences in communication styles, and
learn to adapt your communications to the personalities
of various stakeholders
.
PUT IT ALL TOGETHER

Your 180-day plan 5

photo of completed
180-day plan in a Lab

Moving from intent to action requires a plan.

Your day-long session in the Lab is designed to culminate in the
creation of a 180-day plan, custom built around your top priorities and
the actions you identified on talent and relationships that are required
to achieve those priorities.

The plan will be pre-populated with relevant organizational milestones.

It will include early wins and issues that require urgent attention, as well
as long-term priorities that are important to the success of the
organization and your legacy as a Chief Human Resources Officer.

To get started on your transition plan, contact your Deloitte partner or:

Americas EMEA Asia Pacific

Robin Lissak Bernard van de Vyver David Brown
Principal Partner Partner
[email protected] [email protected] [email protected]