Warren Wang

CFOs don't understand HR.

When HR is left out, small issues turn into big problems.

It all comes down to how the CFO views HR:

A cost center?

HR is sidelined, called in only when things go wrong.

A strategic partner?

HR helps prevent pressure points, drive retention, and shape the culture.

HR is not just policies. It's people strategy.

HR is not just hiring. It's workforce planning.

If you're working under a CFO who doesn't understand HR and you feel undervalued, underutilized and misunderstood. You're working under the wrong leader. Should you stay for the mission or leave because of the manager?

You deserve better.

If HR doesn’t advocate for its seat at the table, no one else will.

Agree? Disagree?

Traditional HR and modern HR don't work the same way

Traditional HR:

• Provides reactive HR data to the business
• Operates HR as a siloed back-office function
• Prioritizes cost-cutting to improve bottom line
• Focuses on administrative tasks and compliance
• Relies on outdated HR processes and manual tasks
• Interacts primarily with the CEO and executive team
• Uncomfortable with AI and automation technologies
• Views role as personnel administrator and policy enforcer

Modern HR:

• Strategic advisor and business partner
• Catalyst for change and value creation
• Builds relationships with diverse stakeholders
• Implements agile HR planning and processes
• Upskills and improves HR talent and capabilities
• Uses HR technology to boost efficiency and insight
• Leads initiatives beyond HR (e.g. DEI, sustainability)
• Forecasts future workforce needs to guide decisions
• Leverages advanced analytics for real-time HR insights
• Leads digital transformation of HR and people practices
• Proactively communicates and manages workforce risks
• Comfortable discussing technology and data architecture
• Focuses on driving employee engagement and performance
• Collaborates cross-functionally to drive competitive advantage

The modern HR is a tech-savvy, data-driven business leader ready to transform human capital management in the digital age.

HR can become the CEO.

Here’s why:

The role of HR has evolved.

They’re no longer just focused on hiring and compliance.

They are now:

1. Culture architects who shape company values.
2. Change leaders during M&A and transformation.
3. Strategic advisors to the board and executive team.
4. Talent economists who understand the ROI of people.

This shift positions CHROs as strong candidates for the CEO role.

We’re already seeing it happen.

Mary Barra was VP of HR at GM, eventually became CEO. Her deep understanding of people and operations helped her lead through one of the most significant EV transitions in the auto industry.

Leena Nair, former CHRO of Unilever, became CEO of Chanel in 2022. Her ability to lead across cultures, build resilient teams, and scale purpose-driven leadership made her a natural fit to run one of the world’s most iconic brands.

And there are more on the rise.

Because in today’s world, strategy is people.

And when culture drives performance, companies turn to HR.

CareerBuilder survey highlighted that 37% of CEOs have roots in HR.