OUR PERSPECTIVES
Introduction
CHROs bring invaluable expertise and leadership to their organizations, leveraging their skills in talent management, culture building, and organizational strategy. However, despite this deep knowledge, many CHROs face challenges in effectively navigating the C-suite and establishing influence across executive roles, particularly with key leaders such as the CEO and CFO. In today’s evolving workplace, shaped by shifting workforce dynamics and rapid technological advancements, the role of the CHRO has become more critical, complex, and multifaceted than ever before.
As the nature of work continues to evolve, CHROs are poised to become the architects of tomorrow’s workplaces, ensuring employees across the organization have the resources, support, and structures needed to thrive. However, CHROs’ ability to drive this critical work can be hindered by limited influence or lingering perceptions among executive peers who undervalue HR’s role as a strategic driver of business success. For organizations to excel in the future, CHROs must not only develop strategies that propel their organizations forward but also cultivate strong partnerships and influence across the C-suite to amplify the impact of their initiatives.
In this context, SHRM conducted research to understand how CHROs are navigating these complexities of the C-suite and leveraging their influence to drive meaningful action within their organizations. The study focused on three key objectives:
- Identify how the C-suite views CHROs today.
- Understand where CHROs are seen as most influential.
- Examine the qualities that CEOs and CFOs value most in building strong partnerships with CHROs.
To address these topics, SHRM Thought Leadership surveyed 116 CEOs, 143 CHROs, and 157 CFOs from organizations of different sizes across various industries. The findings offer valuable insights into how these executives perceive CHROs’ influence within their organizations today and highlight areas where CHROs have the potential to drive even greater organizational impact.
How CHROs Are Viewed in Today’s C-Suite
The CHRO’s role is becoming increasingly vital as organizations face shifts in talent dynamics, technology, and workforce expectations. Positioned at the intersection of people and enterprise strategy, CHROs are uniquely suited to align culture, talent, and business priorities while influencing decisions that shape organizational direction. However, recognition of CHROs as strategic partners varies, influencing both HR’s impact and perceptions of the profession. CHROs’ level of engagement within the C-suite directly affects their ability to drive change, elevate HR’s role, and position their organizations for long-term success. Understanding these perceptions sheds light on where CHROs stand as strategic business partners today.
CHROs are primarily seen as people and culture leaders, with strategic influence emerging
The majority of CEOs view CHROs primarily as leaders of people and culture rather than as strategic business partners. Specifically, 53% of CEOs described their CHRO’s role in the C-suite as focused on people and culture, while only 32% said they see their CHRO as a strategic partner influencing broader business decisions. CFOs offered a slightly different perspective: 46% of CFOs said they consider CHROs to be strategic business partners, while a significant portion associated them with people and culture leadership (39%).
CHROs themselves are aware of these perceptions. When asked how their peers on the executive team typically view their role, 46% of CHROs said they are seen as people and culture leaders, 44% as strategic business partners, and only 8% as functional HR experts.
These insights suggest that while CHROs are widely recognized for shaping organizational culture and talent, their influence as strategic business partners beyond these domains is still emerging. The data points to an ongoing opportunity for CHROs to expand their visibility and impact in driving enterprisewide strategy, bridging the gap between talent leadership and business outcomes.
Partnership ratings across the C-suite
Strong, collaborative C-suite relationships are essential for organizational success, fostering trust, effective decision-making, and alignment on strategic priorities. Conversely, weak relationships at this level can hinder strategy execution and long-term organizational impact.
CEOs, CFOs, and CHROs evaluated their partnerships with other executive roles, including with each other and with other roles including the organization’s chief operating officer (COO) and chief information officer (CIO) or chief technology officer (CTO). The results of these ratings reveal several notable trends. Most prominently, the strongest partnership rating emerged from the CEO-CFO relationship, with 86% of CEOs describing their partnership with their CFO as strong or deep. This sentiment was closely reflected by CFOs, of whom 84% shared a similar view of the relationship with their CEO.
Most CHROs said they view their partnerships with their CEO (80%) and CFO (75%) as strong or deep, though CEOs (76%) and CFOs (78%) rated these relationships slightly differently, with more CFOs viewing the CFO-CHRO partnership favorably than CHROs themselves. In contrast, the weakest partnerships emerged with the CIO/CTO, where only 58% of CHROs, 65% of CFOs, and 78% of CEOs described their relationship as strong or deep, highlighting a significant gap in collaboration with technology leaders.
These partnership ratings are generally positive, but the findings highlight key opportunities to further strengthen these relationships, including between CEOs and CHROs, in order to foster deeper alignment and collaboration at the executive level, enabling organizations to better adapt and strategize to meet future business needs.
CHRO Influence in Today’s C-Suite
To excel in today’s C-suite, CHROs must build influence both across the organization and among their executive peers. As the critical link between workforce strategies and organizational objectives, CHROs are essential in aligning talent initiatives with meaningful business outcomes. However, their potential to drive transformative results diminishes if they are not recognized as strategic business partners. Without this recognition, their ability to deliver meaningful workforce impact and elevate HR’s role is significantly constrained.
CHROs influence workforce decisions more than enterprise strategy
The perception of CHROs as people and culture leaders is reflected in the types of executive conversations they are involved in. While 82% of CHROs reported being brought into executive discussions early enough to help shape outcomes, the distinction lies in which conversations they influence and the nature of their contributions. Specifically, 93% of CHROs said they are “often” or “always” included in workforce-related decisions, compared with only 54% for decisions affecting the broader business. This gap underscores that, although CHROs are central to talent and culture matters, there remains a significant opportunity to expand their impact on enterprisewide strategy.
This disconnect in influencing business decisions is also reflected in the CEO perspective. While nearly all CEOs acknowledged their CHRO’s involvement in executive decision-making, the extent of that influence varied. A majority of CEOs indicated that their CHRO either provides input with limited influence (12%) or contributes meaningfully to key decisions (43%). Less than half of CEOs (44%) said their CHRO is a strategic partner who actively shapes the organization’s business direction.
Many CHROs want to devote more time to strategic planning
Many CHROs expressed a desire to spend more time on strategic planning. More than half (57%) said the time they currently devote to strategic planning is insufficient to effectively influence C-suite decisions, while 43% feel their amount of time is adequate. CHROs said they spend an average of about one-third of their monthly time (32.5%) on strategic planning and related activities. However, the time CHROs dedicate to strategic planning each month varies widely, ranging from as little as 5% to as much as 90%. This disparity highlights the diverse ways CHROs prioritize their responsibilities, with some focusing heavily on leading short term with minimal strategic planning while others devote a substantial portion of their time to strategic initiatives.
Although the average CHRO dedicates about one-third of their month to strategic planning, those who invest more time in these activities reported seeing notable benefits, especially in how they are perceived by their executive peers. CHROs who exceeded the average time spent on strategic planning per month were nearly twice as likely to report that they are seen as a strategic business partner by their executive team (63%) compared to those who spend an average or below-average amount of time (34%). This significant difference underscores the impact CHROs can have on executive perceptions by devoting more time to strategic planning.
Furthermore, CHROs who allocated more time to strategic planning said they are more frequently involved in shaping key organizational decisions sooner. Nearly all CHROs who dedicated above-average time per month to strategic planning (96%) reported being included in executive discussions early enough to have a large influence on their outcomes. In contrast, this figure drops significantly to less than three-quarters (73%) among CHROs who spend an average or below-average amount of time per month on strategic planning.
Taken together, these insights point to a major opportunity for CHROs to enhance their visibility and impact in shaping enterprise strategy. By bridging the gap between their proven expertise in people leadership and their potential as strategic business partners, CHROs can play a pivotal role in driving organizational outcomes. Dedicating more of their time to shaping strategic initiatives not only strengthens their influence but also drives a greater presence during critical executive decision-making processes.
AI adoption is a top CEO focus, but many CHROs do not have strong influence on these decisions
Research from SHRM Thought Leadership found that adopting artificial intelligence is the leading priority for CEOs over the next year, with 4 in 10 CEOs (40%) identifying it as a top focus for their organizations. Additionally, AI and advancing workplace technologies rank among the most significant challenges that CEOs face. Over half of CEOs cited technological advancements (56%) and adapting to these changes (54%) as their top macroeconomic and organizational challenges, respectively. These concerns far outpaced other pressing needs, such as inflation and rising costs, economic uncertainty, and the pressure to meet financial goals.1
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With over 23 million U.S. jobs already found to be highly automated through AI2 and with this technology continuing to evolve rapidly, it is reasonable to see why many CEOs view AI as among their strongest priorities. Yet, despite these AI shifts causing noticeable workforce changes, many CHROs reported that their influence on technological decisions is not significant. More than 8 in 10 CHROs (83%) said they have limited or moderate influence when it comes to the technology investments their organizations make, and 4% said they have no influence on these decisions at all. Just 14% of CHROs said they have a great amount of influence when it comes to technology decisions for their organization. Aligning with CHROs’ involvement in organizational and workforce decisions, most CHROs reported having a strong impact on decisions related to organizational values, such as shaping cultural norms and workplace policies, while less than half said they have strong influence on decisions related to mergers and acquisitions (M&A) or restructuring (45%), the overall business strategy (42%), and budget allocation (30%).
As noted earlier, more than 9 in 10 CHROs reported being often or always being brought in when workforce-related topics are discussed, compared to more than half who said they are brought in during broader business discussions. As AI and advanced technologies continue to evolve, workforces will be impacted by their presence. And as organizations plan and decide the best way to leverage AI within their own workplaces, CHROs have an opportunity to increase their influence on these decisions, especially regarding how these technologies impact the workforce.
Business alignment makes CEOs trust CHROs’ recommendations more, while CFOs value recommendations backed by workforce data
When CHROs present recommendations or proposals for organizational initiatives, securing buy-in from their CEO or executive team is usually essential. Therefore, understanding the factors that have the greatest influence on CEOs’ and CFOs’ trust in their CHROs’ recommendations is critical for these HR leaders to drive meaningful impact across the workforce. While CEOs and CFOs agree on many top qualities in CHROs’ recommendations, distinct differences highlight opportunities for CHROs to adapt their approach and strengthen alignment with executive priorities.
The largest amounts of CEOs said they place trust in CHRO recommendations that align with business outcomes (72%), demonstrate an understanding of team dynamics (66%), reflect the CEO’s personal agenda and priorities (57%), address workforce risks (53%), and are supported by workforce data (49%). Similarly, CFOs said they value many of these factors but prioritized data-driven recommendations more strongly, with 62% identifying this as a trust-building factor.
These results highlight key areas for CHROs to consider when proposing workforce initiatives, particularly in understanding what their executive peers value most. As CHROs collaborate with fellow executives to drive these initiatives, it is essential to prepare and deliver messages that resonate and make a lasting impact. For CHROs working with CEOs, this often means presenting recommendations that clearly connect to business outcomes and strategies while addressing their organizations’ realities. For CHROs working with CFOs, the focus shifts to proposals that are deeply rooted in and aligned with key workforce and company data. By tailoring recommendations to these priorities, CHROs can strengthen their influence within the C-suite and drive meaningful strategies and outcomes that benefit the entire enterprise.
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What Makes an Effective CHRO Partnership
Strong partnerships between CHROs and their C-suite peers, particularly CEOs and CFOs, are essential for creating meaningful impact and driving organizational effectiveness. A CHRO’s influence within the executive team is deeply tied to the strength of these relationships, which provide the foundation for aligning workforce strategies with business priorities and addressing complex challenges collaboratively. Moreover, when CHROs establish themselves as influential leaders at the C-suite level, they elevate the strategic value of HR and their ability to drive significant business results. Maximizing these executive partnerships enables CHROs to expand their influence and drive impactful HR and workforce initiatives more effectively.
CEOs and CFOs point to communication as key to a great CHRO partnership
Many CEOs and CHROs described their partnership as positive overall. When CEOs were asked about what contributes the most to a strong relationship with their CHRO, half (50%) highlighted that clear, two-way communication and feedback are among the most critical factors. This quality was the most common attribute CEOs associated with a successful partnership with their CHRO. Additionally, more than one-third of CEOs emphasized the importance of holding a shared vision and alignment on business priorities (36%) as well as understanding each other’s strengths and weaknesses (36%). Other notable attributes that CEOs identified include mutual trust and respect (32%), confidence in one another’s judgment when stakes are high (29%), and a willingness to be transparent and vulnerable during challenging discussions (28%).
These results highlight the multifaceted nature of CEO-CHRO and CFO-CHRO relationships, emphasizing the diverse qualities that drive their success. Clear, two-way communication emerged as the primary cornerstone for both partnerships, enabling alignment and collaboration on workforce initiatives. CEOs placed high value on shared vision, strategic alignment, and leveraging mutual strengths, while CFOs placed greater emphasis on data-driven and business-focused conversations in addition to transparency and vulnerability during hard discussions. Through recognizing and addressing these relationship dynamics, CHROs can strengthen their partnerships with executive leaders, ensuring they complement one another’s strengths and work collaboratively to drive organizational success.
CEOs identify technology and financial acumen as top areas that CHROs need to develop in to support the business
When CEOs were asked about their top organizational priorities in the next year, 40% indicated that adopting AI is among their top areas of focus, making it the most common response among CEOs. Many CEOs are also signaling that CHROs need to enhance their technology and digital transformation capabilities to further support the business. In fact, three-quarters of CEOs (75%) cited technology and digital transformation as an area their CHRO should continue developing in to further deepen their knowledge of the business.
This finding suggests that as many CEOs are driving their organizations to increase their adoption of AI and other advanced technologies, CHROs must meet these shifts by expanding and developing their own understanding and capabilities in these domains. These may include expanding their expertise in AI and related topics, along with leading initiatives aimed at supporting organizational or work design that encourages the effective use of these technologies across their workforce.
In addition to enhancing technological knowledge and capabilities, more than 6 in 10 CEOs (61%) also highlighted financial acumen as a critical area for CHROs to further develop in to better support their organizations. This underscores that CHROs must deeply understand organizational operations, particularly financial performance and decision-making, to demonstrate how workforce initiatives drive business outcomes. This skill not only strengthens CHROs’ relationships with other executives but also highlights their critical role in driving measurable returns to foster organizational growth.
CFOs offered valuable insights in their ratings of their CHROs’ financial acumen. Fortunately, more than half of CFOs (55%) rated their organizations’ CHROs as having strong financial acumen and demonstrating a solid understanding of critical finance topics such as margins, forecasts, and trade-offs. However, many CFOs also said they see room for improvement. Nearly 4 in 10 CFOs (39%) described their CHROs’ financial acumen as moderate, noting that while they may grasp key concepts, their depth of understanding in these financial topics is limited. Additionally, 5% of CFOs said their CHROs demonstrate weak financial acumen and experience challenges navigating company financial topics. While these results present promising signs for CHROs, they also present opportunities for these leaders to further strengthen their financial expertise to better support their executive peers today.
What’s Next for the C-Suite?
As the world of work continues to evolve rapidly — and with many CEOs prioritizing the adoption of AI to future-proof their organizations3 — a strong and cohesive partnership across the C-suite has become a critical driver of organizational success. These partnerships are essential as companies navigate key decisions and design strategies that will determine their future trajectory. The strength of these executive relationships can significantly influence whether those strategies succeed or fail. Furthermore, as organizations adapt to changing designs and structures, it is imperative for CHROs to expand their influence within the C-suite and across the organization. By doing so, CHROs can ensure that talent strategies remain agile and aligned with shifting labor market dynamics, economic conditions, and evolving business priorities, positioning their organizations to sustain long-term success. Based on SHRM research, key areas of focus for the year ahead include:
CHROs as a strategic, influential business partner
Most CEOs see CHROs as leaders in people and culture, but there is growing potential for CHROs to be recognized as strategic business partners. Though CHROs’ influence often centers on workforce matters, those who prioritize strategic planning are more likely to be trusted and involved in key decisions early. As CEOs adapt to AI-driven work models, it is crucial for CHROs to assert their influence, especially because only 14% reported having strong input in these critical decisions — presenting a significant opportunity to expand their strategic impact.
HR and talent initiatives strongly aligned with organizational objectives
SHRM research has shown that highly mature, business-aligned HR functions drive stronger performance, better retention, and higher engagement across organizations.4 CHROs will continue to focus on aligning their teams with broader business objectives to drive meaningful organizational outcomes. As these efforts yield results and gain recognition across the organization, including from CEOs who identify business strategy alignment as a key factor in earning their trust, the HR function will increasingly be seen as a central and indispensable driver of sustainable business success.
CHROs’ communication driven by business and data
CEOs and CFOs agreed that effective communication is key to strong CHRO partnerships, but they stressed qualities beyond trust and respect. CEOs said they value communication aligned with business strategies, while CFOs prioritize insights that use workforce data. By adopting these approaches, CHROs will enhance their influence and position HR as a key driver of future organizational success.
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CONCLUSION
In this pivotal moment for the world of work, CHROs have an extraordinary opportunity to redefine their role and elevate their impact within the C-suite and beyond. With CEOs prioritizing AI adoption to reshape organizational structures and operations, all while responding to uncertain workforce and economic conditions, the need for strategic, data-driven, and business-aligned HR leadership has never been greater. In order for CHROs to establish themselves as indispensable architects of their organizations’ future success, they must embrace their role as strategic and influential business partners who excel at aligning talent initiatives with organizational goals. The path forward is clear: CHROs who seize this moment to expand their influence and lead with vision will not only shape the future of HR but also drive meaningful, lasting impact for their organizations in an ever-evolving world of work.
Methodology
CEO sample: A sample of 116 CEOs were surveyed between Oct. 3, 2025, and Oct. 27, 2025. The survey was fielded electronically using a third-party vendor. For the purposes of this survey, participants were required to hold the title of CEO and have a C-level HR leader (e.g., CHRO or chief people officer [CPO]) as an executive leader in their organization. Participants represent organizations across multiple types of industries, sectors, sizes, and locations. The data were not weighted.
CHRO sample: A sample of 143 CHROs were surveyed between July 30, 2025, and Aug. 23, 2025, and between Oct. 1, 2025, and Oct. 14, 2025. The survey was fielded electronically using the SHRM Voice of Work Research Panel and SHRM Membership. Participants were required to hold the title of CHRO and work directly with their organization’s CEO and CFO. Participants represent organizations across multiple types of industries, sectors, sizes, and locations. The data were not weighted.
CFO sample: A sample of 157 CFOs were surveyed between Oct. 3, 2025, and Oct. 27, 2025. The survey was fielded electronically using a third-party vendor. For the purposes of this survey, participants were required to hold the title of CFO and have a C-level HR leader (e.g., CHRO or CPO) as an executive leader in their organization. Participants represent organizations across multiple types of industries, sectors, sizes, and locations. The data were not weighted.
How to cite the research: Navigating the C-Suite: How CHROs Can Master Executive-Level Influence, SHRM, 2026.
1. 2026 CEO Priorities and Perspectives, SHRM, 2025.
2. Automation, Generative AI, and Job Displacement Risk in U.S. Employment, SHRM, 2025.
3. 2026 CEO Priorities and Perspectives, SHRM, 2025.
4. The Business Case for HR Excellence, SHRM, 2025.