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Boards of Directors are placing greater emphasis on human capital and capability topics. Yet, a November 2024 survey of 500+ board members shows only one-third believe their boards are effective in this area. A key reason cited is the volume of data and lack of context, which hinders strategic discussions. This is where the Chief HR Officer (CHRO) can add significant value. In a new article by Matteo Tonello of The Conference Board, he explores the evolving CHRO role in the boardroom. One section notes that “Boards and CEOs expect CHROs to act as enterprise leaders who align human capital strategy with financial, operational, and risk priorities and drive workforce strategy, succession planning, M&A, and transformation in collaboration with the wider C-suite.” However, a CHRO’s impact depends on two factors: 1) the strength of their CEO partnership and 2) the depth of their board engagement. Those strong on both can shape strategy and drive transformation; those who aren’t risk being underleveraged. The article also outlines ways CHROs can boost board influence and avoid four common derailers. It’s a valuable read for CHROs, aspiring heads of HR, and HR team members supporting board-facing efforts. I’m also resharing The Conference Board’s paper, Telling the Human Capital Management Story, which offers ideas for tailoring human capital narratives to boards and other stakeholders.
