Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It’s a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment. This is a unique opportunity…one you will never have the chance to do over. How can you make the most of it? This paper by Mercer looks at the areas you should focus and the aims you should strive to achieve. 

In Mercer’s recent Global Talent Trends Study, only four percent of HR leaders reported that HR is seen as a strategic partner in their organization. Furthermore, over 80 percent indicated that their talent processes need an overhaul. How did the gulf between what HR intends to be — a strategic partner — and how HR is perceived — an undervalued resource — get so big?

There are several talent trends driving the question around HR’s value. The prevailing HR operating model, and how organizations have implemented it, also brings challenges. This paper examines these issues and provides Mercer’s view on what HR can do to redefine its value in today’s evolving talent economy.

In today's rapidly changing business environment, it's more important than ever for HR to be commercial, close to the business, and clearly aligned to business strategy. However, the reality for many organisations is that HR is often disconnected from business priorities, and HR's contribution to critical strategic and commercial objectives is not always clear.

CRF’s new research report considers the current state of the HR function, and looks at the role HR should play in helping develop and execute strategy, and how HR can become more business-relevant. 

CRF has been researching the field of HRM, and turning this into actionable recommendations implemented by HR functions, for over 20 years. We have built an understanding of how the function has evolved, how its reputation has varied and the fads that have come and gone. We have gained insight into what works, what doesn’t, and under what circumstances. Our work contrasts with many self-appointed experts and gurus offering their view of the world based on unsubstantiated opinions. We prefer an approach rooted in the principles of social science based on evidence. 

Our intention in this manifesto is to give our views on the business context, the necessary organisation response and how and in what way the HR function can make an enhanced contribution to the business. 

We live in a globalised, individualised, VUCA (volatile, uncertain, complex, ambiguous) world, where innovation is the only assurance for corporate continuity. Durable organisational success can no longer be guaranteed by one single leader, one singular set of ideas, however brilliant those might be. Organisational success will increasingly come through leaders who have developed the skills to engage others, who are personally willing to adapt, and who can create a shared vision, a coherent end-goal that brings diverse individuals to a collective focus for superior results.

If you have any questions about this report, please contact Charlotte Harding at 

Mercer D&I Networks conducted this survey to understand how organisations develop their D&I strategies, set their top D&I priorities, define roles and responsibilities of their Board and various D&I Councils, define roles and responsibilities and reporting relationships of their Heads of D&I and their teams, establish global ERG governance and D&I budgets. 

Here, you can download an executive summary of the survey. For further information, please contact Charlotte Harding at

When Women Thrive is a call to organizations and leaders to think and act differently to advance gender diversity. It is a business imperative with deep and profound social implications – an imperative that every business leader needs to personally drive. Now is the time for us to take action. 

Policymakers, academics, CEOs, nonprofits, media, employers, and women themselves recognise that advancing women in the workforce offers one of the biggest opportunities to impact growth, innovation, community, and vitality. But data shows that significant roadblocks remain, despite advances over the past several decades. 

Here, you can download a comprehensive summary of the report. To find out more about the project, or enquire about the full report, please contact Charlotte Harding at 

Culture, Diversity & Identity – interview with Martha Maznevski

Watch this short interview with Martha Maznevski, Professor at IMD Business School, to find out why company culture plays an integral part in organisations and whether organisations should aim to build one culture across the business. 

Martha Maznevski is Professor of Organizational Behaviour and International Management at IMD. She teaches courses and modules spanning a broad range of organisational behaviour topics, including teams and leadership in global and virtual (distance) contexts, diversity and inclusiveness, and the relationship between organizational and national culture. She leads company programs for Skanska, Adecco, Maersk and other companies.

Although many multinationals wish to appear to the world as truly “global” companies, the boards of directors of most of these companies continue to be dominated by natives of the company’s home country. This article in our third edition of Progress, CRF’s e-magazine, Professor Pankaj Ghemawat, from NYU Stern & IESE Business School, discusses the make-up of today’s global boards and the challenges boards face when integrating foreign nations, as well as the steps that can help ease integration. 

To read back issues of our e-magazine – Progress – please click here. 

Diversity continues to be a front page issue with greater external/internal expectations and pressures - organisations are pushed towards being more inclusive, fair, transparent, balanced and moral. But, CRF research finds, good diversity practice is patchy.

This model of diversity practice seeks to help in evaluating current approaches. The simplified table featured identifies five levels of organisation diversity practice.

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