iscover
The role of the chief human resources officer (CHRO) has evolved. Today, CHROs are no longer confined to people operations; they are now central to shaping enterprise strategy, writes Jo-Anne Ruhl.
As organisations face increasing complexity, from AI-driven disruption to workforce transformation, boards need leaders who can connect people, culture, and capability with commercial outcomes.
That ability to connect human capability to business performance is critical at the board level – yet it is still too often under-recognised. In many boardrooms across Australia and New Zealand, HR voices remain under-represented, particularly when compared to those from finance or legal backgrounds. This gap is by no means about capability. It’s about perception.
The CHRO’s role is often the driver of agility and resilience in an organisation. Whether it’s navigating hybrid work, reshaping organisational structures, or fostering culture through change, HR leaders are at the coalface of transformation.
CHROs bring a unique understanding of the human dynamics behind performance: how teams engage, what skills are emerging, where gaps exist, and how to lead people through uncertainty. They’re also increasingly responsible for change programs and digital adoption, areas that directly impact bottom-line results.
With the right board-level platform, these insights can influence decisions that shape long-term value. The challenge is making that strategic influence visible and measurable.
AI is accelerating change across every business function, including HR. And while AI adoption is increasing, the conversation can’t be left to technology teams alone. The introduction of agentic AI, digital agents that act autonomously, means organisations are managing a workforce that includes both people and AI agents. That’s a leadership challenge as much as a technological one.
HR is best placed to guide that transition: to ensure AI is deployed ethically, transparently, and in ways that support, not replace, human potential. But doing that effectively means being fluent in both people strategy and technology. It also means ensuring that workforce planning and upskilling programs are ready for what’s coming next.
With platforms like Workday Skills Cloud, Talent Marketplace, and Workday’s Agent System of Record, HR leaders can make skills intelligence visible and actionable, aligning people with evolving business needs in real time, and manage the entire workforce of both people and AI agents. This is a valuable resource in the boardroom.
The capabilities needed to secure a seat at the table
However, for HR leaders looking to step into board positions, technical excellence in HR is a foundation, but it’s not enough. What boards look for are leaders who can think broadly, challenge constructively, and lead strategically across the enterprise. Here’s where to focus:
1. Commercial acumen
Understanding financial performance, operating models, and industry dynamics is no longer optional; it is essential. CHROs who can speak the language of the chief financial officer (CFO) and link decisions around people to business outcomes are far more likely to influence at the board level.
Ways to build commercial experience include:
- Partnering with finance to shape workforce investment decisions.
- Leading transformation or productivity initiatives with measurable ROI.
- Taking on adjacent portfolios such as ESG, operations, or shared services.
- Gaining exposure to governance through advisory or non-profit boards.
2. Technology and data fluency
Boards increasingly expect all executives to be confident with data and technology. HR is no exception.
With tools like Workday Prism Analytics and Workforce Planning, CHROs can model workforce costs, run scenario planning, and measure the impact of people programs on performance. This ability to turn workforce data into business insights is a critical lever for influence.
3. Human-centric leadership
In an AI-driven world, human skills become even more valuable. Attributes like emotional intelligence, ethical decision making, and relationship building are not only challenging to automate, but they are essential to leading high-performing teams.
Boards need leaders who can navigate complexity, build trust, and lead with empathy. These are strengths HR leaders already possess. The key is to frame them as strategic capabilities, not soft skills.
A seat that’s earned and deserved
HR leaders bring something different to the boardroom: the ability to see both the human and structural dimensions of change. At a time when agility, ethics, and culture are competitive advantages, that perspective is critical.
The CHROs who are stepping into board roles today aren’t waiting to be invited; they are actively expanding their commercial, digital, and leadership portfolios. They are using technology to connect the dots between people and performance.
It’s time we recognised HR not just as a function, but as a force for enterprise leadership.
Jo-Anne Ruhl is the vice president and managing director at Workday Australia and New Zealand.
