<a href="http://chreate.net/phase-3/"Current Phase of CHREATE (including consortium members)
The Global Consortium to Reimagine HR, Employment Alternatives, Talent, and the Enterprise
Phase One: Defining The Challenge
In June 2014, a gathering of CHROs culminated the first phase of the CHREATE initiative, to create a collective effort among HR leaders to advance their profession. In the year leading up to the meeting, twenty CHROs joined the Advisory Group and were interviewed about current and future expectations for HR, the profession’s ability to meet these expectations, and any gaps that exist and need to be addressed. The endeavor was funded by the Society for Human Resource Management (SHRM) and the National Academy of Human Resources (NAHR). The summit identified pivotal challenges for accelerating the profession’s progress. They identified four pivotal arenas where accelerated progress would make the biggest impact on HR’s future readiness. They suggested that teams be created to advance each arena, as follows:
Align HR with Value Creation for Organizations that Win: Articulate the HR charter/ contribution model that describes the essential contributions companies will need from our field to successfully compete in the future.
Shape Expectations of HR’s Key Constituents: Define what is needed to move beyond today’s constituent expectations of HR, then improve those expectations with evidence that this role leads to improved value creation.
Rewire The Work and Tools of HR: Define the processes, practices, systems, and operating models that drive HR’s deliverables and outcomes.
Enhance the HR Talent Pipeline: Crystallize a new set of professional requirements that is based on current research that explores the needs and gaps in the HR profession.
Phase Two: Describing the Future Vision and What it will Take to Get There
Phase Two occurred between June 2014 and May 2015 with support from SHRM, NAHR, and PricewaterhouseCoopers (PwC). During Phase Two, volunteer HR leaders formed four teams – one for each arena identified in Phase One. Each team leader engaged an extended group of additional HR leaders. The teams agreed to develop a common, tangible and evidence‐based vision of the future that will face organizations and the global workplace in 2025. A ten‐year focus was chosen on the advice of experienced futurists, to be proximal enough to allow specific implications, yet distant enough to require thinking beyond simple extensions of the present.