Chief human resource officers are taking on additional responsibilities and increasing importance in a fast fast-changing workplace.
"Today’s CHROs aren’t just shaping the talent agenda,” said Laura Manson-Smith, global leader, organization strategy consulting, for Korn Ferry. “They’re helping to shape the entire strategic direction of the organization. This means having a seat at the strategy table, where they’re influencing decisions that impact everything from corporate culture to the bottom line."
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Korn Ferry examined these changes in its 2025 survey of 756 HR leaders in more than 50 countries. One significant trend over the past two years is a shift in strategic priorities. Growth and market expansion have increased as priorities for a quarter of respondents, reflecting the difficulty of driving growth in the current environment.
Nearly the same number identified acquiring talent with the right skills as a top challenge. Rapid advances in AI and automation present a particular challenge for many organizations. HR leaders need to develop strategies to quickly upskill and reskill their workforce in these crucial technologies. Although 42% of CHROs are prioritizing investments in AI for HR, only 5% of HR teams feel fully prepared to implement it effectively. This highlights a critical opportunity for HR leaders to invest in training and systems that maximize AI’s potential.
The survey revealed three ways in which CHROs can create organizational impact:
- Align culture with strategy. Most employees aren’t fundamentally opposed to change. But when they’re presented with change that they don’t understand or that they’re not prepared for, they’re more likely to resist it. That’s why change shouldn't be dictated from the top but embedded throughout the business culture and democratized. To make this happen, CHROs need to create a compelling vision that makes transformation feel personal and necessary.
- Upskill for AI and innovation. CHROs are investing in reskilling programs that help employees work alongside AI rather than fear it. Specific training and opportunities to experiment with AI contribute to positive attitudes toward this technology.
- Create a data-driven HR function. Gut feelings are out, and workforce analytics are in. Some CHROs are using data to predict turnover, engagement and even which leaders are most effective in driving change. But only 18% of CHROs believe their organization consistently use data analytics to drive better people-related decisions. This limits their ability to make forward-looking decisions.
CHROS are well-positioned to help lead their organizations through a time of change and help shape the future.
“CHROs sit at the intersection of business strategy, workforce planning and talent development,” the survey report said. “And with business transformation becoming such a key driver of growth today, this gives them the unique ability to lead transformation more than many other business roles.”
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Alan Goforth
Alan Goforth is a freelance writer in suburban Kansas City. In addition to freelancing for several publications, he has written a dozen books about sports and other topics.
