The Evolution of the CHRO

One of the most influential voices in the C-suite and boardroom today isn’t only the CEO or board Chair. Increasingly, it’s the Chief Human Resources Officer (CHRO). Once viewed as primarily a functional leader, the CHRO is now more universally shaping long-term business strategy, building and sustaining adaptable cultures, and acting as a trusted advisor to the CEO and board.  

“I view my role as the navigator of the car that my CEO is driving,” explains Harsha Jalihal, Chief People Officer of MongoDB, adding: “We are helping our leaders drive the business.” Tim Hourigan, who recently retired as CHRO of The Home Depot, shares this sentiment: “As CHROs, we play a critical role: we’re the sounding board, the confidant, the one reinforcing key messages. That relationship with the CEO is essential to being effective.”

Where exactly is that path taking CHROs? Over the past few months, through Egon Zehnder’s CHRO Voice interview series, we’ve connected with people leaders across industries, and their candid reflections point to several key areas: greater say in enterprise-wide strategy, more impact in the boardroom, and acting as stewards of culture.

Boards and CEOs are turning to CHROs not just for talent strategies, but for solutions that directly impact business performance. Workforce strategies are inseparable from financial outcomes, as Mark Griffin, CHRO of BJ’s Wholesale Club, notes. “Key business drivers also have significant financial impacts, making it crucial for CEOs and CFOs to rely on their Chief HR Officers.”

It’s a sentiment echoed by HR leaders across industries. Vanessa Dupuis reinforces this mindset, emphasizing that HR must remain tightly connected to business strategy. “The principle is simple: HR must remain firmly connected to the business strategy at all times. When that link remains connected, HR can continuously convert insights into tangible results.” She adds, “In the world of business, we don’t speak the language of HR—we speak the language of the business.”

The best CHROs understand the business from the inside out. Avani Prabhakar, Chief People Officer of Atlassian, emphasizes that great HR leaders go beyond their function—they think like product managers, understand the customer base deeply, and know how business decisions translate into financial outcomes. 

“While it’s important to know your craft and really become an expert in HR, either as a generalist or within your specific vertical, I think with the path we’re currently on, taking the time to learn and navigate the business side of things is going to pay dividends,” adds Kate Gebo, United Airlines Executive VP of HR and Labor Relations.

Step into a boardroom today and the CHRO is not sitting on the sidelines. A strategic partner, the CHRO’s voice carries weight not just in talent conversations, but in defining the future of the business itself. This is especially true in CEO and C-suite succession planning, where CHROs have always had a place but are able to be even more proactive partners with the board in the process today. Cindy Fiedelman, CHRO of Digital Realty, shares how her team reviews succession plans annually with the board, expanding the scope over time. “We share updates with our board regularly, discussing the internal leaders we have ready to step into new roles, and in some cases whether we will need to look outside. It’s a rigorous process, and it’s essential for our growth.”

For Carter’s CHRO, Jill Wilson, CHROs cannot shy away from difficult judgments when the board needs an honest view of leadership capability. In practice, this positions the CHRO as one of the few executives expected to bring both empathy and objectivity to the boardroom—balancing support for leaders with the courage to name gaps that must be addressed for the business to succeed.

CHROs are also playing a greater role in board composition. Mary Beth DeNooyer, CHRO of Keurig Dr Pepper, is partnering closely with the board and leadership team to rethink the board’s makeup and culture and how they want the board to evolve.

The CHRO-CEO partnership has become one of the most strategic relationships in the C-suite. From shaping vision to sensing organizational risk, today’s CHRO acts as a navigator, guiding leadership through complexity with clarity and foresight. MongoDB’s Jalihal outlines three key ways CHROs can support the CEO:

• using data to take the temperature of the organization
• translating vision into clear narrative
• building storytelling campaigns that energize employees.

“Just because the vision is in your head does not mean a large organization will understand it… writing that vision down is a critical first step,” she adds.

But navigating also means knowing when to challenge. Prabhakar, of Atlassian, describes her approach as direct and grounded in clarity. “The company’s needs come first, then the CEO and leadership. This gives me the courage to stand up to the CEO if necessary.” 

That courage is essential in moments of high stakes. Michael O’Hare, former CHRO of The Estée Lauder Companies, reflects on the weight of the role: “You’re the individual who goes into the room, shuts the door, and has the tough conversations with the CEO, the chair, and various board members… the job is isolating, powerful, and impactful.”

One area in which CHROs significantly contribute to organizational success is the development and enhancement of culture. Today, they are actively shaping, strengthening, and measuring culture as the “operating system” of the business. It’s how strategy is brought to life, how leadership flourishes, and how organizations adapt to change.

At Magnit, culture is deeply intertwined with agility and transformation. Rashmi Gupta, Chief HR Officer, describes how evolving employee expectations and business demands have pushed HR to the forefront. Her focus spans work design, digital fluency, and leadership development. “Talent wants us to be purpose driven… They want flexibility, inclusion, growth opportunities, well-being, and psychological safety. It's really about providing a comprehensive environment.” Prabhakar reinforces this sentiment: “[Employee] expectations have shifted. It's no longer just about benefits; employees want to know what the company stands for. They want to see how you react in crises and the broader impact you drive as a company.” 

While culture starts internally, its impact is felt externally. Sally Massey, CHRO of Colgate-Palmolive, shares how culture now is part of the company’s investor relations activities. “We meet with our largest institutional shareholders to discuss our overall corporate strategy as well as matters such as governance, sustainability, people and culture.” Investors want to understand how Colgate maintains a consistent culture across 100 countries—and how that culture drives business growth.

One theme that surfaced consistently in interviews is courage: How CHROs show up in rooms where decisions are made, often under pressure; how they navigate stakeholder relations; and how they lead their own teams. O’Hare calls it the “courage of conviction.” For him, the CHRO’s independence is what gives weight to their counsel. “The role of HR has become more complex, sophisticated, and nuanced,” he says, pointing to rising expectations around social issues, compensation, and governance. “HR leaders have to be brave—which is easy to say, but hard to do.” 

Wilson, CHRO of Carter’s, describes the role as “being both a driver and a strategist.” That dual responsibility demands conviction: to hold leaders accountable, to challenge assumptions, and to speak truths that may be unpopular in the moment.

And as Griffin, CHRO of BJ’s Wholesale Club, reminds us, courage is also about action. “HR is redefining its value — not just supporting business but driving it.” That means making tough calls on leadership, structure, and investment—not just advising from the sidelines.

A question that surfaced regularly in our conversations is how do you prepare to be CHRO as the responsibilities and the pressures have increased along with the impact of the mandate? The resounding advice—get out of your comfort zone. Volunteer. Rotate. Stretch.

Many CHROs emphasize the importance of taking on roles that feel unfamiliar, whether within HR or across the business. Deena Baker-Nel, SVP & CHRO of Avery Dennison, encourages aspiring leaders to seek steep learning curves and accept assignments across multiple centers of excellence—even if you have limited context or expertise about them going in.

Investing in deeply understanding the business beyond HR is another recurring theme. DeNooyer, of Keurig Dr Pepper, puts it plainly: “Whatever organization you’re a part of and whatever your role is in HR, you need to know how the business works and what the objectives are.” Whether for-profit or mission-driven, knowing what drives the organization forward is essential to playing a strategic role.

Nick Piazza, CHRO of Emerson, highlights the value of early-career breadth—his 21-year journey across nine roles at the company illustrates how diverse experiences can deeply enrich a professional background. “Experiences matter, and the more experiences you can harvest early in your career, the better the foundation.” He also speaks to the importance of choosing your team wisely, finding balance, and embracing the thrill of an all-out effort as a CHRO—even when the work is exhausting. 

Jamie Spaeth, Chief People Officer of Lantheus, offers a three-part framework: business acumen, cross-functional expertise, and tech fluency. “The best HR people deeply understand the business they support,” she says. She also encourages HR professionals to diversify their experience and stay curious about emerging technologies. “I love when early-career HR team members come to me with new tools, AI platforms, or software I’ve never heard of. It pushes me to try new things.”

The path to CHRO isn’t linear—but with intentionality, leaders can prepare themselves for the demands of the role. The path is built through curiosity, courage, and a willingness to raise your hand for what’s hard. And for those who do, the seat at the table and the voice that comes with it, becomes not just attainable—but earned and valued.