HR at the Helm: How Understanding Business Is Key to CEO Expectations

In today’s fast-paced business environment, the role of HR has evolved far beyond managing people and processes. The modern Head of HR is a pivotal figure in shaping an organization’s future, driving business growth, and aligning talent strategies with corporate goals. It’s no longer about being a support function—it’s about being a strategic partner at the leadership table.

But to deliver on these expectations, what exactly should a Head of HR bring to the table? Let’s dive into the competencies that distinguish high-performing HR leaders from the rest.

1. Business Acumen: HR’s Secret Weapon

Gone are the days when HR could operate in a silo, focusing solely on employee engagement and hiring processes. Today’s CEOs expect their HR leaders to understand the core mechanics of the business. This means getting comfortable with financial statements, understanding revenue models, and knowing exactly how market trends impact the company’s bottom line.

A perfect example is Leena Nair, former Chief Human Resources Officer at Unilever, and now the Global CEO of Chanel. Known for her deep business insight, Leena helped transform HR into a key business partner at Unilever. She played a critical role in aligning people strategies with Unilever's broader business goals, helping the company navigate through changing market conditions with a focus on innovation and inclusivity.

2. Strategic Thinking: Playing Chess, Not Checkers

Visionary HR leaders don’t just react to immediate talent needs; they anticipate future business challenges and proactively develop solutions. CEOs want a Head of HR who sees around corners, foresees organizational needs, and builds a pipeline of talent that can support the company as it scales or pivots.

Anuranjita Kumar, Managing Director, HR for International Hubs at RBS (now NatWest), is known for her strategic thinking and proactive HR leadership. Her work in leading major cultural transformations at Citi and RBS helped prepare these organizations for global challenges. Anuranjita’s ability to connect talent management with future business challenges made her a key player at the executive table.

3. Data-Driven Decision Making: Metrics Speak Louder Than Words

It’s one thing to talk about employee satisfaction or leadership development. It’s another to back those initiatives with hard data. In a business world driven by KPIs and performance metrics, CEOs expect HR to quantify its impact. Whether it's improving retention rates, increasing employee productivity, or reducing turnover costs, HR needs to connect its efforts to real business outcomes.

Vineet Nayar, former Vice Chairman & CEO of HCL Technologies, is widely recognized for his "Employee First, Customer Second" philosophy. Although a CEO, Vineet brought a data-driven mindset to HCL's HR function, driving metrics that showed how employee engagement directly impacted customer satisfaction and business results. His innovative HR practices demonstrated the power of linking people strategies with business performance.

4. Leadership & Influence: Shaping the Organization’s Future

True leadership in HR is about more than just managing people; it’s about inspiring and influencing across all levels of the organization. HR leaders must be able to rally teams, influence senior leadership, and shape organizational culture in a way that supports the company’s strategic goals.

NS Rajan, former Group CHRO of Tata Sons, exemplified this leadership. During his time at Tata, Rajan redefined the company's people strategy by integrating HR into the overall business framework. His influence helped build a more inclusive, growth-oriented culture at one of India's most respected business conglomerates.

5. Emotional Intelligence (EQ): The Human Side of Business

While data and strategy are crucial, the ability to connect with people remains one of the most important aspects of HR leadership. Emotional Intelligence—understanding and managing not just your own emotions but those of others—is vital in building trust, resolving conflicts, and fostering a culture where employees feel valued and engaged.

Leaders like Prabir Jha, former CHRO at Cipla and Dr. Reddy's Laboratories, are known for their high EQ and people-centric leadership. Jha has successfully navigated complex organizational changes, placing emphasis on empathy, listening, and understanding the employee pulse, which has allowed him to drive transformations with minimal friction.

6. Change Management: Navigating Transformation

In any company, change is inevitable. Whether it’s a merger, a restructuring, or a shift in market direction, HR is expected to lead the charge in managing organizational transformation. This means helping employees adapt to new realities while minimizing disruption and keeping the workforce engaged and motivated.

Ankita Poddar, Senior HR Business Partner at Amazon, is a leading figure in managing complex organizational transformations. Her ability to lead Amazon’s HR initiatives while keeping employee engagement high during times of rapid change and scale-up has set her apart as a change management expert in the HR space.

7. Talent Development: Building the Leaders of Tomorrow

At the heart of every organization are its people. CEOs expect HR leaders to not only find the right talent but to develop that talent in ways that propel the company forward. This means focusing on leadership development, succession planning, and creating career paths that align with both individual aspirations and business objectives.

Priti Singh, Senior Vice President of Human Capital Management at Genpact, has been instrumental in developing leadership pipelines that drive business results. Her focus on creating a leadership culture and succession planning has enabled Genpact to build future-ready leaders who contribute directly to the company’s growth and agility.

Conclusion: The HR Leader of Tomorrow

The role of HR has never been more critical to business success. Today’s CEOs expect their Head of HR to be a strategic business partner who understands the financial drivers of the company, thinks ahead, and leverages data to make informed decisions. They want HR to lead change, build strong talent pipelines, and influence the direction of the company’s culture.

For HR leaders, it’s no longer about being reactive; it’s about shaping the future of the organization. Those who can combine business acumen, strategic thinking, data-driven insights, and strong leadership will not just meet CEO expectations—they’ll exceed them.

 #Business Acumen #CEO Expectations #CHRO

Leena Nair Anuranjita Kumar Vineet Nayar Dr NS Rajan Prabir Jha Ankita Poddar