The CHRO not in the room: a reporting line issue, or a signal about perceived value?

A CEO asks to meet me to rehearse before his board presentation. Ambitious strategic plan, worked through in the executive committee. He’s proud — rightly so.

Except his HR Director wasn’t in the room. She reports to the CFO — so she wasn’t invited.

My face said it all. He stumbled: ‘It takes time, it’ll happen.’

I’ve been hearing that for 25 years.

What the reporting line really says

For 20 years as a CHRO, I fought to be at that table. I learned the products, the business, the operational challenges — as well as any other member of the executive committee. And I turned down roles — good roles — because they reported to a Secretary General rather than a CEO.

The reporting line says everything about the value attributed to you.

Believing that anyone can do HR is like believing anyone can be General Counsel or AI expert. And it’s still believing that HR is a function meant to execute — not one that can clearly influence and drive business performance.

The responsibility is shared — and I hold all three accountable

Do I blame the CEO? Somewhat — for not recognising the value his CHRO could add.

Do I blame the CFO? Somewhat — if he thinks HR is purely about managing payroll.

Do I blame the CHRO? Yes — because she accepts this position and naturally places herself as a secondary function.

A tacit contract that explains everything

A former boss once told me, after we had together deployed a regional reorganisation without losing a single key talent: ‘You get the HR you deserve.’

That’s not a criticism. It’s a contract: the CEO who doesn’t invite his CHRO will get a CHRO who executes. The CHRO who accepts not being invited will remain a CHRO who executes.

Planning strategic changes with visible human impact, without including HR at the table — that’s building on sand.

And you — which table is your CHRO at right now?

→ Want to challenge the place of HR in your organisation? Book a session at manentiel.com