Adam Murrison

Ted and I don't take lightly the fact that we had multiple publishers interested in this project. We chose Weaving Influence Press because they were different. They saw the purpose behind Making HR Matter and shared our belief that business can be a force for good. This partnership was never just about publishing a book. It was about advancing a conversation that helps leaders, HR professionals, and organizations create greater impact through people. We believe Making HR Matter can help create a ripple effect of better leadership, stronger cultures, and healthier organizations—one company and one partnership at a time. #MakingHRMatter #RelevantHR #LeadershipMatters #CultureMatters #PeopleFirst #BusinessImpact #RippleEffect

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The CHRO Is Now a Capital Allocator Most organizations still treat Human Resources as a support function. Markets do not. In an environment defined by AI acceleration, activist investors, geopolitical fragmentation, and productivity arbitrage, human capital is balance sheet strategy. The modern CHRO is not leading programs. The modern CHRO is reallocating risk. Boards are asking sharper questions: • Where is capability concentration creating single-point-of-failure risk? • Which leadership roles drive disproportionate enterprise value? • Is AI reducing cost, or redefining our talent mix entirely? • Are we structurally over-managed and under-skilled? This is no longer about engagement surveys. It is about enterprise durability. Three shifts separate transactional HR from strategic CHRO leadership: 1. From Workforce Planning to Capability Architecture Not headcount forecasting. Capability mapping tied to growth bets. 2. From Culture Initiatives to Performance Infrastructure Culture must translate into decision velocity, accountability, and measurable output. 3. From Succession Planning to Market Signaling Leadership depth is now scrutinized by investors as a proxy for long-term governance strength. Executive teams that integrate talent strategy with capital deployment, digital transformation, and operating model design will outperform. The CHRO who cannot speak the language of ROIC, margin expansion, and risk mitigation will remain peripheral. The CHRO who can will influence enterprise trajectory. The role has changed. The expectations have changed. The question is whether we have recalibrated our leadership accordingly. #CHRO #HumanCapital #ExecutiveLeadership #AITransformation #BoardGovernance #OperatingModel #PeopleAnalytics #FutureOfWork

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Hiring became a process. Recruiting became survival. There’s a dangerous belief floating around: “We optimized hiring, so recruiting is fine.” SHRM’s 2025 Recruiting Executives Benchmarking shows a different story (2017 → 2022 → 2025). Executive hiring costs have surged (+113% vs 2017, +21% vs 2022). At the same time, only 20% of organizations track Quality of Hire. So we’re getting “efficient” at moving candidates through pipelines… while staying blind to the only question that matters: Did this hire ramp, perform, and stay? One-sentence diagnostic: What’s your definition of a “good hire,” and how do you measure it 90 days later? If that answer is unclear, your hiring system isn’t optimized. It’s just busy. If you’re building this now (success definition, a simple QoH layer, decision discipline, and a hiring process that produces consistent outcomes), that’s the kind of work we do at RIST. Full SHRM source + our notes: https://lnkd.in/dFpg-ZV6

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