HR leaders work hard, know their business, and build genuine relationships. Yet decisions still get made without them. What is the gap between HR doing good work and being seen as a partner in the business?
This was the question at the center of a webinar held by SHRM, “The Strategy Gap: Why HR Keeps Getting Left Out of the Room,” featuring Jackson O. Lynch, founder of Talent Sherpa, a talent strategy platform, and Rhiana Barr, founder of Pinnacle Peak HR, a consulting and executive coaching firm.
“I don’t think the problem is access, the room is not locked” Lynch said. “It’s labeled, though.” This label has created a palpable divide in some organizations. In fact, only 18% of CHROs reported having an HR strategy seamlessly aligned with the broader goals of their organization, according to the 2025 CHRO Priorities and Perspectives report from SHRM.
HR leaders who want to close the gap need to understand what keeps them from getting into the room where strategy happens, how to identify the moment they’re stuck, and what steps to take toward becoming a partner in the business — not just a function of it.
The Service-Reputation Trap
When HR cleanly solves a problem handed to them, a few things happen, according to Lynch. The business gets what it needs and “business learns what HR is for.”
Over time, leaders in other parts of the business look at HR as a service function for executing tasks and workflows. "What you've built is a category," Lynch said, "and that category is HR is who you call when you have an HR problem."
Organizations reward responsiveness, reliability, and availability. However, delivering excellent service does typically not accumulate toward strategic influence the way it does in finance or operations. "Being indispensable inside a very narrow lane becomes the very thing that prevents you from ever leaving it,” Lynch said. To join the strategy conversations, HR leaders need to identify where they’re stuck.
Three Tests to Diagnose the Trap
Lynch offered three honest self-assessments to determine where the ceiling sits.
- The call test. Over the last month, when business partners came to you, was it to get something handled or to think through an unsolved problem? "In my experience, it's almost always the former," Lynch said. That signals an execution lane.
- The meeting test. Look at your last 10 meetings. Were they functional, or did business leaders call them because they wanted your read before deciding something? "Your calendar is your strategy. It does not lie," Lynch said.
- The vanish test. If you disappeared for a week, what breaks? If the answer is HR tasks, that's one signal. If business decisions slow down for lack of your input, that's another signal entirely.
From HR Problems to Business Problems
The shift starts before you solve anything. Lynch suggests that when a manager brings you a problem, pause and ask "what is the business outcome that this problem is getting in the way of?" That single reframe moves the conversation from process mechanics to business stakes.
Then bring observations no one asked for. Instead of reporting a retention number, translate it. Lynch shares one example of what this can look like: One of the sales teamsis facing clustered exits within 18 months of hiring. On the surface, this is a retention problem. But diving deeper, it turns out these exits are happening under the same manager. Reporting on this issue, the deeper connection between a manager and the exits, and how that impacts the goals for the sales teams overall shifts an HR leader’s image from problem solver to proactive strategist.
“That's not a conversation that folks are going to necessarily think to ask,” Lynch said. “But when you walk into it, you find yourself in this really unique situation where you're adding value to the conversation.” This value gets you in the room.
What to Do Monday Morning
How can HR leaders take the first step to closing the gap between doing their job well and being seen as a trusted business partner? Lynch suggests choosing the business partner you know best and asking one question: "What's the hardest thing that you're dealing with right now?" Apply the talent lens to their real constraint, and resist reaching for a familiar program before asking whether it actually fits.
“I find that stakeholder. I plant those seeds,” Barr said. “I have the conversations outside of the room because that's how you're going to build influence, not from someone else championing your name in those rooms.”
None of this requires permission, budget, or a title. "You can't really know whether the ceiling is real until you stop building the ceiling yourself," Lynch said. Start with one conversation and let it compound.
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