Nelsen points to longstanding assumptions — on the part of executives and HR professionals alike — that continue to hold the function back.
The misconception that lingers
For Nelsen, one of the most persistent barriers is the framing of HR itself. Too many executives, she says, still associate the CHRO with administrative functions — payroll, compliance, performance reviews — rather than as a driver of business outcomes.
“A truly strategic CHRO is deeply involved in driving culture, aligning talent with business goals, and helping to shape long-term strategy, especially in today’s fast-changing market,” she says. “I think a critical part of the HR role is understanding and getting ahead of the rapid pace of change and what we can do to support the business and its operations.”
Christine Barwell, Senior Vice-President of Human Resources at Wesdome Gold Mines, echoes the sentiment. “There’s an element of being there at the table and then there’s an element of how you’re contributing, so I’m quite surprised there’s that gap,” she says. “I see the people side of the business as quite significant and you absolutely have to be strategic when it comes to the people side of the business.”
To close that gap, Barwell believes that HR leaders need to meet executives on their own terms — financially and operationally. “Understand the financials of the organization, understand the details of the operations, and speak the same language,” she says. “I think that’s a really big part of the level of engagement [with executives].”