As we frequently bring together the world’s most influential financial decision makers, we often gain insights into some of the strategic considerations shaping the investment world. These insights, largely taken from our proprietary member events, encompass wide swaths of the industry, from asset allocation to the human resources decisions that shape modern business.
Audience polling from the Asset Management Institute CHRO Roundtable revealed what human resource officers believe are the most important factors for their organizations’ future success.
According to respondents, 54% believe strategic capabilities will contribute most to their company’s success. This can include anything from sales to proprietary operations but is generally assumed as nimbleness and clear paths for growth.
Interestingly, the following two responses contradict a previous question asked of the group. In this question, 42% of respondents felt that people operations were the most important area for future success – unsurprising, as people operations are inextricably tied to human resources. In a previous question, the same group gave no votes when asked if people operations were part of what constituted a strong skill of their senior leaders. This suggests human resources personnel believe people operations is vital to the success of their organizations, but senior leadership might lack the ability to execute.
Conversely, only 4% of respondents answered that they believed business operations were important for their company’s future success – yet 63% believed it was the strongest skill of their senior leaders in a prior question, more so than business operations and people operations combined.
The findings suggest that the majority - 54% - believed that strategic capability is most important for success, but there is room for improvement among their senior leaders, as 37% of the same respondents believed their leaders to possess this skill in a previous question.
As we gear up for CHRO Roundtable 2025, we will be keen to see if these perspectives have changed, particularly on the heels of a year marked by volatile markets and high interest rates – which have no doubt put leaders, and their human resources personnel, to the test.
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