Female Leadership In HR

The path to leadership, particularly for women aspiring to become Chief Human Resources Officers (CHROs), is paved with unique challenges and opportunities. Fostering female leadership in HR demands a concerted effort at various levels. This article explores a three-pronged approach to nurture women leaders, focussing on an individual’s role, support from fellow women leaders and organisational strategies.

Woman’s individual role business enabler: Transitioning from traditional HR roles to become a strategic business enabler is pivotal for women aiming for CHRO positions. Incumbents should immerse themselves in the financial, operational and competitive aspects of the business.

Self-advocacy and professional growth: Leadership journeys begin with the individual’s commitment to self-advocacy and an unyielding pursuit of knowledge. Women first need to articulate their successes and career goals clearly, embracing opportunities for professional development.

Expanding professional networks: Establishing and nurturing a broad network is crucial. Active participation in industry events, forums and seminars not only enhances learning but also significantly improves visibility within the professional community, opening doors to new opportunities.

Women as sponsors for other women mentorship and advocacy: By being mentors and advocates, women leaders can help the younger women navigate complexities of career advancement, offering advice on both professional & personal fronts.

Balanced gender ratios in HR: Women in HR leadership roles should spearhead gender balance at every level within the department, especially in middle level. This commitment within HR not only sets a standard for the rest of the organisation but also ensures that policies, programmes and practices developed by HR are influenced by a diverse set of experiences.

Organisation’s role in leadership development opportunities: Create targetted leadership development programmes that are inclusive of women in HR. These should focus on developing essential skills such as strategic thinking, financial acumen and effective communication,

Cross functional business projects: Actively participating in cross-functional business projects beyond traditional HR functions allows for a deeper understanding of the business, fosters relationships with other departments and highlights role of HR in enabling business success.

Despite the significant strides in workplace equality over the past decades, women remain underrepresented in CHRO roles across industries. This discrepancy is not a reflection of capability but rather a manifestation of systemic barriers and unconscious biases that deter women’s progress in HR leadership.