Chief Human Resource Officers are taking on expanded leadership roles, transitioning from traditional HR oversight to key contributors in shaping enterprise strategy. A new report by The Conference Board highlights a growing presence of CHROs in boardrooms and C-Suite conversations, driven by changing business dynamics and the post-pandemic corporate environment.
Trends Shaping the Evolving Role of CHROs
Greater Board Engagement by CHROs
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CHRO-board interaction has grown significantly at public companies:
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31% of CHROs are significantly more engaged with boards.
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38% are moderately more engaged.
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Only 7% have reduced engagement.
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Nearly two-thirds of surveyed CHROs attend most or all board meetings:
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Every meeting: 39%
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Most meetings: 20%
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Rising Human Capital Expertise on Boards
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More board directors now bring HR knowledge:
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In the Russell 3000: up from 10.2% (2018) to 25.5% (2024).
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In the S&P 500: up from 16.2% (2018) to 38.3% (2024).
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Expanded CHRO Responsibilities
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CHROs are now contributing to:
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Business and financial strategy
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Workforce planning and labor strategy
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Operational efficiency initiatives
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CEO and leadership succession planning
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Mergers & acquisitions and growth strategies
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What Drives High-Impact CHRO Engagement
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Traits and actions that amplify CHRO impact include:
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Building trust and credibility with board members
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Demonstrating deep business and financial understanding
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Establishing informal, ongoing board relationships
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Steering conversations on human capital strategy
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Aligning with the CEO before engaging the board
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Steps for Boards and CEOs to Empower CHROs
What Boards Should Do
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Build direct board-CHRO connections.
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Deepen board-level human capital discussions.
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Support CHROs in key topics like succession and compensation.
What CEOs Should Do
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Actively champion the company’s people strategy.
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Foster transparent, trust-based relationships with CHROs.
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Position CHROs as strategic equals within the leadership team.
Common Pitfalls to Avoid
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Boards that undervalue HR and human capital insights.
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Power struggles over CEO succession planning.
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CEOs limiting CHRO-board interaction.
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Lack of business and financial knowledge among HR leaders.
CHROs are no longer just HR specialists—they are strategic leaders at the heart of business transformation. As workforce challenges evolve and talent becomes a core differentiator, boards and CEOs must empower CHROs with the trust, access, and authority needed to influence company direction. With the right support, CHROs can lead with impact—shaping strategy, guiding succession, and ensuring organizational resilience.
