The organizations making genuine progress are working backward from a specific, well-defined operational problem — not forward from "what can this AI tool do."
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A VP of Employee Relations isn't overhead. It's the function that protects everything else you're trying to build — your culture, your talent brand, and, not incidentally, your own credibility as the person the board holds accountable when things go wrong.
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Staffing your HR shared services function well requires a very different read on candidates than say, talent management or employee relations. The skills that matter are less visible, and the failure modes are easier to miss in an interview.
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For the modern Chief Human Resources Officer, “total rewards” is no longer just a hiring and retention tool. It is in fact one of the largest corporate liabilities and strategic levers on the balance sheet.
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Reorganizations, AI-driven role redesign, and rapid shifts in working and operating models all put enormous strain on the informal systems that hold culture together.
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None of this means shared services disappears as a concept as the transactional backbone still has to run flawlessly. But the function's center of gravity has moved.
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...too often, when a company misses its quarterly targets, the bottleneck turns out not to be related to product design or market demand. Instead, our Execs share that the failure is frequently down to talent strategies not being aligning to operational capacity.
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Without deliberate governance, "fluid" can easily become "unclear," reintroducing the same friction the original model struggled with, just in a new form.
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Talent management, done well, is one of the highest-leverage functions in HR: it determines who leads your organization five and potentially ten years from now.
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Staff are using AI tools to create presentations, press releases, plus automate tasks and communications. But is there a value for AI in the boardroom?
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