In Oracle’s recent article on Driving Successful Human Resources Leadership, today’s CEOs and executives maintain that there are three key components to a successful business:

1) you have to have the right strategy,

2) you have to have the operations in place to execute that strategy, and

3) you have to have the best people in the world to execute those operations.

Being responsible for one-third of a business’ success already puts Human Resources in a critical role. But it’s not just about finding the best people—it’s about finding the best people, at the lowest cost, with the lowest possible attrition and the best possible performance. And it’s about guiding your executive team to the right decisions using the language they understand best: numbers.

Talent management—covering everything from recruiting and compensation to ongoing education and retention—has traditionally been managed in silos, with a series of disparate systems and disconnected processes and reports. In today’s data-driven world, CEOs demand more.

The next generation of Human Resources leadership is not about completing transactions—it’s about helping drive the CEO to great decisions and using technology to connect the dots throughout the entire organization.

This is a hefty and lofty requirement for Human Resources – one that has been demanded for as long as I have been in the field, and critically necessary.  I would argue this is the “now  generation” and HR leaders need to continually strive in bringing their A game to the executive offices every day.


As the CEO & Founder of East Tenth Group, Michelle leverages 25 years of business and experience as a strategic advisor and executive coach to help drive actionable people solutions and provide practical insights on business strategy to senior leaders. she and her team and are fiercely committed to the development and growth of people and companies because we believe that when people thrive, business thrives.

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