Working with operations is at the core of human resources effectiveness. In a high-performing organization, the Chief Operating Officer (COO) is typically responsible for everything the company does, while the Chief Human Resources Officer (CHRO) is accountable for the human dimensions of all those activities across recruiting, staffing, performance, pay, benefits, rewards, cultural norms and more.
To get the most out of that relationship, the COO must be open to the often soft benefits that come from managing human capital well. Soft, in this case, means it’s hard to assign a direct financial gain or loss to a given project. The CHRO must, in turn, be mindful to tie support function activity to the organization’s bottom line.
