The CHRO displays the leadership and navigation competency by seeing potential for the company to improve, finding innovative solutions, and taking action to implement them. Through keeping a pulse on the employees, the CHRO finds out early on that employees feel like the company is not walking their talk. The CHRO takes their input seriously and uses it to develop solutions that can support the company's strategy and contribute to organizational success.

According to the Hersey-Blanchard Situational Theory of Leadership, employees go through different stages, and leaders should adjust their leadership style accordingly. The first stage is
"telling," in which the leader should provide guidance and direction, keeping a close eye on the new employee. The second stage is "selling," in which a leader should focus on coaching and motivating.
The third stage is "participating." in which the leader should provide support when the employee is making decisions and finding solutions. The fourth stage is "delegating" in which a leader should empower the employee.

Before traveling to Chennai or collecting sample documents, a political, economic, social and technological (PEST) analysis should be conducted from a human resources viewpoint.
Political, economic, social and technological factors will influence most decisions that need to be made, so thorough research and analysis is critical.

Pay audits are designed to assess the rates of pay for all comparable positions and their compensable factors devoid of the individuals performing the job. Pay audits can help to identify pay discrepancies that may have been persisting for an individual because of past pay inequities, and they can identify pay practices to be corrected. Pay audits are most useful in correcting historical pay inequities as they are designed to identify when those inequities may have started and occurred. Compensation surveys (A) and market data about compensation trends can be useful for a company when setting pay rates for future hires or in times of pay restructuring. A job analysis (C) can be a useful tool prior to conducting pay audits to affirm that job descriptions and duties are accurate across different positions. Performance evaluations (D) are important within the context of pay equity to reward employees in clear, tangible ways that directly correlate to their work performance.

Although human resources (HR) may contact the medical prof essional to confirm the validity of the certification and ask clarifying questions, to protect the employee's privacy, they may not ask for more information about the condition. HR may require a second or third opinion at the employers expense.