{"id":54714,"date":"2025-06-05T11:59:30","date_gmt":"2025-06-05T15:59:30","guid":{"rendered":"https:\/\/seramount.com\/?p=54714"},"modified":"2025-12-08T18:46:05","modified_gmt":"2025-12-08T23:46:05","slug":"the-most-interesting-things-we-heard-at-seramounts-inaugural-chro-roundtable","status":"publish","type":"post","link":"https:\/\/seramount.com\/articles\/the-most-interesting-things-we-heard-at-seramounts-inaugural-chro-roundtable\/","title":{"rendered":"The Most Interesting Things We Heard at Seramount\u2019s Inaugural CHRO Roundtable"},"content":{"rendered":"\n

In May, Seramount convened nearly 20 chief human resource officers (CHRO) across industries, company sizes, and regions at the inaugural HR Executive Board<\/a> roundtable. The event centered around the findings of a monthslong listening tour with 100 CHROs. Topics included advancements in generative AI, hybrid and flexible work, employee mental health, and the evolving employee-employer compact. The day was rich with conversation and insights\u2014on these complex topics and dozens more keeping CHROs up at night. Below are some key takeaways and quotes from the conversation.<\/p>\n\n\n\n

\u201cWe\u2019re moving so fast with GenAI. How do we get back to people feeling safe and able to take full creative risks in this new automated world?\u201d<\/p><\/blockquote><\/figure>\n\n\n\n

GenAI is quickly advancing<\/a>, often driven by employees or departments rather than a centralized strategy. As a result, CHROs were interested in how to create guardrails and messaging that encourage creativity and responsible use. Attendees discussed the impacts of strong governance structures, ranging from multifunctional review and governance committees to bifurcated models that rely on business units to develop use cases and a central team to manage rollout and adoption. Ultimately, HR leaders said they are being asked to shape how AI fits into culture and work, even when the technology is moving faster than the narrative around it.<\/p>\n\n\n\n

\u201cWe keep calling them soft skills like they\u2019re nice to have. They\u2019re critical. We need to pay more attention to leadership behaviors and capabilities, not just technical performance.\u201d<\/p><\/blockquote><\/figure>\n\n\n\n

The conversation around AI evolved into a broader discussion about skills. Specifically, several CHROs asked how leaders should discuss the value of so-called \u201csoft skills\u201d like communication and empathy, while also acknowledging AI tools that can speak, reason, and even fundraise. CHROs in the room also noted that employees are entering the workforce with strong technical skills, but those same employees often struggle with the interpersonal capabilities necessary to lead. One CHRO shared that they\u2019ve begun referring to these as \u201csmart skills\u201d to help reframe their importance internally.<\/p>\n\n\n\n

\u201cPerformance management today is a check-the-box exercise. If we stick with that legacy model, how can we create a performance-oriented culture?\u201d<\/p><\/blockquote><\/figure>\n\n\n\n

To better evaluate leadership skills and capacity, CHROs said today\u2019s performance management systems need to change. Currently, they capture and promote employees who are good at what they currently do but aren\u2019t necessarily prepared to manage. As organizations expect more from managers, CHROs said that skills like leadership need to be more measurable and tied to business outcomes. To help CHROs better evaluate how people lead, Seramount plans to explore innovations in this space, including technology improvements and assessments of what works versus what\u2019s distraction.<\/p>\n\n\n\n

\u201cThere are so many mental health strategies and vendors to sort through. It\u2019s overwhelming without any guidance on which to prioritize.<\/p><\/blockquote><\/figure>\n\n\n\n

Employee mental health was another major topic of discussion. It is a growing challenge<\/a>, and many companies are ramping up investments. However, they\u2019re not always seeing the results they hope for. That\u2019s in part because companies are still experimenting with what works best. To start seeing ROI, CHROs need to focus their organizations\u2019 efforts on proven strategies and best practices. Attendees shared several examples, ranging from general communication and destigmatization to volunteer initiatives and financial wellness programs. There was particular excitement around mental health first aid programs<\/a>, which aim to help employees identify early signs of distress, respond with empathy, and connect peers to the right support before issues escalate.<\/p>\n\n\n\n

\u201cIf your C-suite isn\u2019t aligned, your culture won\u2019t be either\u201d<\/p><\/blockquote><\/figure>\n\n\n\n

Culture and C-suite relations were recurring themes throughout the day. CHROs shared that many culture breakdowns, especially those related to unclear priorities, conflicting messages, or uneven adoption of new norms, were symptoms of misalignment at the executive level. One CHRO described a situation where the CEO publicly committed to a full return-to-office plan without aligning first with the rest of the leadership team, forcing HR to respond without any context. Others pointed to moments when senior leaders acted in ways that contradicted company values or moved forward on initiatives that hadn\u2019t been fully discussed or planned. The result is a lack of cohesion at the top that makes it hard to sustain momentum further down the organization. Several CHROs noted that culture efforts tend to stall not because of resistance from employees, but because of inconsistency from leadership.<\/p>\n\n\n\n

\u201cThe rules keep changing, and what\u2019s true one month may not hold the next. We\u2019re not walking away from DEI, but we\u2019re not rushing into anything new until there\u2019s more stability.\u201d<\/p><\/blockquote><\/figure>\n\n\n\n

The conversation then turned toward DEI in light of shifting political and legal pressures<\/a>. While no one questioned the long-term value of DEI work, many said that the recent executive orders made them hesitant to take new action or expand programming right now. Specifically, many in the room said they were adopting a \u201cwait and see\u201d approach until there\u2019s more clarity. As one CHRO put it, \u201cThese executive orders change so quickly that it doesn\u2019t make sense to react to every headline.\u201d This aligns with Seramount\u2019s recent survey showing two-thirds of organizations are taking a so-called \u201cEmbassy\u201d approach: maintaining internal DEI commitments without pushing for broader social or policy change. While few are fully stepping back, there are also very few organizations taking an advocacy posture. CHROs are focused on steadying the progress they have made and waiting for a more stable moment to assess what comes next<\/a>.<\/p>\n\n\n

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Join our growing community of CHROs transforming the future of work\u2014together.<\/strong><\/a><\/h2>\n\n<\/div>\n <\/div>\n <\/div>\n
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In May, Seramount convened nearly 20 chief human resource officers (CHRO) across industries, company sizes, and regions at the inaugural HR Executive Board roundtable. The event centered around the findings of a monthslong listening tour with 100 CHROs. Topics included advancements in generative AI, hybrid and flexible work, employee mental health, and the evolving employee-employer […]<\/p>\n","protected":false},"author":8080,"featured_media":54715,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[366,9,11,640],"tags":[674,614],"class_list":["post-54714","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-dei-strategy-and-measurement","category-employee-experience-and-culture","category-future-of-work","category-talent-management-recruitment-and-retention","tag-benefits","tag-inclusive-leadership"],"acf":[],"yoast_head":"\nThe Most Interesting Things We Heard at Seramount\u2019s Inaugural CHRO Roundtable | Seramount<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/seramount1stg.wpengine.com\/articles\/the-most-interesting-things-we-heard-at-seramounts-inaugural-chro-roundtable\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Most Interesting Things We Heard at Seramount\u2019s Inaugural CHRO Roundtable\" \/>\n<meta property=\"og:description\" content=\"In May, Seramount convened nearly 20 chief human resource officers (CHRO) across industries, company sizes, and regions at the inaugural HR Executive Board roundtable. 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