IN THE SPOTLIGHT
Melanie Hughes on the evolving perception of CHROs across sectors and their increasing involvement on boards.
CHROs are fast becoming a critical strategic resource for boards across industries and regions. What is their role in the evolution of compensation committees to human capital committees? Do HR leaders make for good non-executive directors on boards and what are the skills required?
Senior Partner and North America Region Leader, Mike Bergen, sits down with Melanie Hughes, Former CHRO for Moody’s Corporation, and Andy Davies, Senior Partner at Kingsley Gate Partners to get their views and much more! Listen to their conversation on the changing perception of CHROs across sectors and their increasing involvement on boards in the UK and Europe and the US.
About Melanie Hughes
Melanie Hughes is a transformation executive who has been in C-suite roles for the last 20 years. She has experience in operational and human capital roles across several different sectors including Technology, Financial Services, Media, and Retail. She is also a global citizen, having lived in 6 countries with experience in Europe, North America, Asia, and Latin America.
Most recently, she was CHRO for Moody’s overseeing the Human Capital function and driving culture & organizational realignment to support a change in strategy for the firm. She also oversaw a successful CEO transition. At Gilt Groupe, Melanie joined the firm during its infancy and supported its growth to a $1 billion valuation, responsible for operations including, sales operations, offshoring, creative/studios, real estate, facilities, and building the executive team. When at Tribune she was responsible for Human Capital, driving culture change as the company emerged from bankruptcy, restructuring the company through a spinoff of the publishing business, doubling the size of the broadcast business through acquisition, and building the digital arm of the media organization.
Melanie joined DoubleClick at the height of the dot-com boom, building the talent infrastructure, managing through the restructuring in response to the technology crash, and changing the culture to facilitate the success and regrowth of the company, resulting in the initial sale to Hellman & Friedman and eventually Google.