It’s people who make the difference, by making decisions, driving innovation, and shaping the organisation’s future. The CHRO’s role, therefore, is not merely to handle basic people management but to act as a strategic partner who is deeply aligned with the Group’s long-term vision.
Key to these efforts is an empowered CHRO who fuels tech-driven insights and boundaryless collaboration to place business strategy in high resolution.
CHROs now play a very strategic role in the organizations they serve. Businesses grow or fail based on the quality of their people; hence the human resource executive role is one of the most strategic in the company. When it comes to finding the right people, the right strategies are essential, and the CEO and CHRO are perhaps the two leaders best poised to take charge of that strategy.
The CHRO role is on a rapid upward trajectory, but unlocking the full potential of their new influence requires CEOs to play the role of partner. Ultimately, CHROs are responsible for leading people strategy in order to power business strategy. As a result, the CHRO role is becoming increasingly important at global listed organisations, and the CHRO should be seen as a business leader sitting at the top table, helping shape organisations’ futures.
Today’s CHRO role is about unleashing the potential of the workforce, and increasingly that means humans and artificial intelligence (AI). Beyond being strictly responsible for HR policies, CHROs now spend 80 percent of their time working alongside senior stakeholders on high-level issues including C-suite succession, the future of work and broader business transformation.
A 2025 survey conducted by the Conference Board, highlights the growing visibility of the CHRO across corporate environments. The survey reveals that CHROs are increasingly influential in corporate governance and strategic decision making, with greater involvement in board activities.
CHROs are walking a tightrope. They’re balancing a mandate to optimize costs today with investing in the skills needed for tomorrow, and they’re prioritizing working with other leaders to accomplish more. Meanwhile, in their own functions they’re focused on technology upskilling and developing capable leaders fit for growing the company.
CHROs will be expected to move beyond overseeing people programs to owning enterprise outcomes. This includes aligning talent strategy with revenue and productivity goals, anticipating organizational risks, and serving as a core member of the strategic leadership team. Â
To succeed, CHROs must think commercially, act decisively and engage deeply across the business. Financial literacy, scenario planning, and operational discipline will be as critical as empathy, ethics and experience design.
The HR function and its leaders are in a period of rapid change. No longer a support function, but quickly embracing a future as a strategic partner in the business. The truth is that HR leaders were rising in influence even before the pandemic accelerated that elevation and they became an indispensable part of the reaction to the lockdown and associated crisis.
The CHRO as a business leader.
Today, the CHRO’s role extends far beyond traditional HR responsibilities. In fact, many CEOs now recognise that people strategy is business strategy. With talent shortages, remote working complexities, and generational shifts in the workforce, CHROs are key to ensuring long term business sustainability. What’s more, they are now deeply involved in decision making processes from mergers and acquisitions to digital transformation and corporate governance.
With up to 70% of a company’s financial resources invested in its people, there is untapped potential for CPOs to actively drive revenue. By partnering with CROs to create a unified, growth-focused strategy, CPOs can make a measurable impact on a company’s bottom line.
One of the most significant changes in recent years is the CHRO’s role in leveraging AI and people analytics. Advanced workforce analytics provide real time insights into employee engagement, productivity, and retention trends. Notably, CHROs use these insights to advise CEOs on strategic initiatives ensuring that talent decisions align with corporate goals and drive competitive advantage.
The CHRO-CEO partnership: a new era of collaboration.
The CHRO and CEO now work as co-architects of workplace culture, employee experience, and business resilience. CEOs depend on CHROs to navigate complex labour market conditions, regulatory shifts, and evolving employee expectations.
A defining aspect of this partnership is the shared commitment to building a purpose driven organisation. Employees increasingly seek meaningful work, ethical leadership, and companies that align with their values. Meanwhile, CHROs are responsible for embedding purpose into business strategy. And ensuring that culture and engagement initiatives resonate across all levels of the enterprise.
Another key focus is workforce adaptability. In an era where automation and digitalisation are reshaping functional roles, CHROs lead the charge in upskilling and reskilling initiatives. The CEO and CHRO collaborate to future-proof the workforce.
In an era defined by rapid change, the CHRO-CEO relationship represents the backbone of sustainable business success. The organisations that thrive will be those where CHROs and CEOs operate as true partners in driving innovation, culture, and employee experience. By working together, they can create agile, purpose-driven, and high-performing organisations ready to meet the challenges of the future.
About the Author
Preeti Ahuja is a visionary People & Culture leader with over two decades of global experience blending business acumen and technology expertise to drive transformative outcomes. As the Global Chief People Officer at Husk Power, she partners with C-suite executives to align leadership teams around strategic initiatives that foster growth, innovation, and organizational agility. A TEDx Speaker and Mentor for Change with NITI Aayog, Preeti is passionate about creating inclusive workplaces and delivering a distinctive talent experience that drives both social and environmental impact. Recognized internationally for her leadership and advocacy for inclusion, she continues to bridge people strategy with technology-driven business transformation, inspiring organizations to lead with purpose and empathy.
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