Steve Rosenstock Speaks on Changing Role of Chief Human Resources Officers

Clarkston Consumer Products Industry Lead and Partner Steve Rosenstock was interviewed by CPG Specialist on the shifting nature of the Chief Human Resources Officer (CHRO) role, particular in the face of escalating social change and activism, as well as the dynamics of the worldwide pandemic. An excerpt of the article and link to the full piece are included below.

August 6, 2021 | Durham, NC

CPGs Transform HR Chief Role Amid Escalating Social Change

Heads of human resources, in the past, tended to focus heavily on tactical things like benefits, training, and recruiting, says Steve Rosenstock, consumer products industry lead for Clarkston Consulting. Now, these individuals are also increasingly focused on the “softer side of things,” he says, which includes diversity, work-life balance, happiness, people, and development.

Art Mazor, global HR transformation leader at Deloitte Consulting, offers the example of a global CPG company that turned over accountability for operational tasks such as keeping track of movement of employees, recruiting, exit interviews, and employee data—responsibilities that have traditionally been part of a CHRO’s role.

Now this executive’s attention is “squarely focused” on finding and developing future leaders for the company and the future of work, he says.

The redefined role involves “looking around corners” as it relates to the workforce to help determine what new capabilities the company needs to stay competitive and grow, as well as deciding what new talent it needs to acquire to meet those goals. “It is way more strategic,” Mazor says.

Indeed, consultants say there’s more focus these days on making the CHRO responsible for orchestrating hiring on a company-wide level in order to accelerate growth, says Warren Teichner, leader of the North America consumer goods practice at McKinsey & Company.

Companies are starting to recognize the importance of being deliberate in where they choose to invest and what capabilities they want to build, Teichner says, noting that if you aren’t, “you’re not going to be successful.”

Read the full article here.