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New resarch says Chief Human Resources Officers (CHROs) are playing an increased role in the boardroom, as businesses confront workforce transformation, regulatory demands and human capital risk.
A recent study by The Harvard Law School Forum shows that nearly 70% of companies have seen greater CHRO engagement with their boards over the past three years, reflecting an evolution of the HR function from administrative expert to strategic enterprise leader.
Some 31% of companies reported that their CHRO has become significantly more engaged, while another 38% noted moderate increases. Only 7% saw reduced engagement. Their growing presence in the C-Suite aligns with elevated expectations that CHROs lead on talent strategy, workforce planning, and succession in partnership with the CEO and CFO.
More board meetings, deeper involvement
According to the research, CHROs now attend most or every board meeting at nearly 60% of surveyed firms, with 39% present at all meetings and 20% attending the majority. It signals a shift in how corporate governance views human capital as no longer a siloed function but integral to business performance and long-term planning.
While 24% of companies say CHRO engagement with the board remains unchanged, only a minority report infrequent or no attendance, with just 10% saying their CHRO never participates in full board meetings. It reveals an ongoing transformation of HR leadership roles, as some firms accelerate integration while others lag behind.
Strategic expectations reshape the CHRO function
The report shows increased expectations from boards that CHROs must align talent investments with financial goals, use data to assess workforce risk, and ensure leadership development is embedded in business continuity planning. M&A activity is another area where CHROs are expected to deliver strategic insight, especially on cultural integration and talent compatibility.
Scepticism around the role still exists, however, including perceptions of HR as purely administrative, poor on succession planning, and possessing limited financial literacy. Boards can empower CHROs by reinforcing their neutrality, improving access, and cultivating ongoing dialogue beyond formal meetings.
As digital transformation, AI deployment, and labour market disruption reshape corporate strategy, CHROs are readily embracing their role as board-level influencers. Those who demonstrate the required operational fluency, build trust with directors, and engage proactively will help their organizations achieve sustained performance and resilience.
