Human Resources could be a big reason why the CEO transitions correctly and succeeds, thus taking the company towards growth.

1. By Jason Hanold
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Image courtesy of Dukas Ju at Flickr.com

2. When a new CEO is chosen to take over a company, it is a huge
responsibility and their success will come down to many different
factors. From the perspective of the CEO, it is vital to have a game
plan going in. The first thing is to hopefully have a successful
handover where you are given the broad overview of the company
and a brief on any ongoing tasks and projects that the CEO should
be aware of. In most cases, when CEOs are not that lucky, they are
simply handed over and office and the right to do things however
they like. Part of being a CEO those first few days will come down
to getting the lay of the land. When you start getting involved in
the business, it’s important to always remember to keep the
board in the loop. At the end of the day they know what they want,
and how they want it, so by being aligned with the needs of the
board, you can ensure a strong support system. This also helps to
keep clarity in the roles of the CEO and the board, ensuring
everyone know what they have to do. Your second task will be to
build a trusting relationship with all of the people in the
company, of course this will lead to a little micromanagement,
which is to be expected. As CEO your role is to help the board
accomplish their goals, so this means not hiding from bad news,
taking on a steady hand for all of the stakeholders of the company
and create a good rapport with the company as a whole. Trust will
be the key to bouncing back when you run into issues.

3. And finally, get the help you need when you need it. Managing
everything alone is nearly impossible, so trying to find out the best
team of people that can guide and support your decisions and tasks
will be essential. The best way to do this is to begin by evaluating
yourself, identifying your strengths and weaknesses, so that you can
surround by people who compliment you and have strengths where
the CEO has shortfalls.
Human Resources could be a big reason why the CEO transitions
correctly and succeeds, thus taking the company towards growth.
Human resources can easily handle all of the administrative aspects
of the switch, starting from the selection process, interviews,
background check to preparing the company informed and
coordinating their assimilation process. HR can also help out by
sharing the information they have on the profiles of the employees,
which in turn can only build stronger relationships with Senior
managers and the board. At the same time being successful at your
job will also motivate lower level employees, and the transparency
of the CEO, along with the ability to resolve problems, will earn him
or her their place as the CEO of any company.

4. CEOs will always find people who have been around
almost since the business opened its doors, so they
may the ones in charge of organizing This team of
employees, with senior managers or even the lower
level employees, will lead to a place where the CEO can
share ideas and get feedback from people who have
been in the company for so long. At the same time, it is
very important to facilitate the communication
between the board and senior managers. These
conversations must be had to allow the board to
understand who is on the payroll and how they can play
their part. By strengthening the relationship of senior
managers, you can almost ensure a smooth transition of
a new CEO.

5. HR will also be a great ally to any CEO, especially if they take
on a more active role in the transition, and if they work on
strategic planning and resource allocation. By informing the
CEO of the best way to match talent with company resources,
they can demonstrate that they are not only concerned about
the employees and acquisition of talent, but that they are
aware of what the company needs to reach its goals. In the
same light, CEOs expect that HR will constantly be on the
look for new talent and are concerned with implementing a
strategic way of hiring personnel, not simply posting job
listing when there is a vacancy. At the same time, even more
so in the case of the CEO, it is necessary that the HR manager
owns the onboarding process and does so by not just sticking
to the job-specific training, but offering them insight to the
company history along with general industry knowledge, as
well as setting up meetings with key executives.