HRPA Board Chair, Tim Richmond, opened HR Policy Association’s 2025 CHRO Summit by highlighting key inflection points. Externally, the philosophical shift of the new presidential administration and the evolving role of the CHRO in business strategy raise questions about how the Association can best support its members. Internally, HRPA is undergoing its own transformation, informed by CHRO-focused research and input, to strengthen its role as the premier CHRO community and drive future business success.
Mr. Richmond also noted a generational shift within the CHRO community, with seven HRPA Board members—including himself—retiring this year. He noted his upcoming departure from AbbVie this summer, which was anticipated when he took the role of Chair, will allow him to dedicate more time to his role as Chair.
In closing, he expressed enthusiasm for the next chapter of HRPA and encouraged members to share their feedback as the organization and members “engage on this transformation journey together.”
Keys to Leadership Success with Ted Decker & Tim Hourigan
Reflecting members’ interest in hearing more from CEOs, Tim Hourigan, CHRO and Ted Decker, CEO of The Home Depot, discussed the CHRO-CEO partnership and its importance in times of transformation.
Ted Decker discussed The Home Depot’s transformation from a solely brick and mortar company focused on retail customers to a more sophisticated supply company servicing building contractors (the “pro” business).
To do so, The Home Depot focused on hiring and training to develop and attract a qualified outside sales force, which included adopting a variable compensation scheme. The construction of new distribution facilities and a private fleet of trucks to service “pro” customers created new employee promotion opportunities for management of those facilities and an additional career path from associate to commercial truck driver.
Messrs. Decker and Hourigan also discussed the company’s evolution to a digitally oriented company, which has enabled them to more quickly serve retail customers and expand the share of returning individual customers.
Mr. Decker answered questions from Tim Hourigan and the audience:
On the talent implications of tech and AI – Integrating people with skill sets needed into the existing cultural foundation can be “really hard, and harder the more seasoned person you hire.” The two most critical factors are ensuring the new hires are going to truly mesh with the culture and that they can bring others along while using their expertise to develop new initiatives within a mature company.
On the ideal relationship between CEO and CHRO during culture change – “I often go to the CFO for quarterly earnings, and to Legal for M&As, but I find a spend most of my time with Tim. I look to Tim and this team to be transformational leaders, not just cultural champions, but advancing the talent needs. The HR organization knows what’s going on across organization, what’s working or not.”
On what he’d say to CEOs who haven’t invested in a partnership with the CHRO – “Other functions, Finance and Legal, are important but you need HR to help execute strategy. All companies are transforming every day and need to be agile. If HR’s not doing that, I’m not sure who it would be? I’d tell the CEO it’s a missed opportunity.”
On vocational skills – There’s an appreciation that we have a shortage of skilled workforce and the push for 4-year degrees got us in trouble. “I wrote an op-ed with CEO of Walmart where we said you don’t have to have 4-year degree to have great life in this country. If we could get together with Congress and change the psyche of associate’s degrees and tech schools, getting shop back into middle and high school, we can meaningfully change the game.”
On CHRO development over the next 3-5 years – “Get to a place where the CHRO is truly the transformational partner of the CEO and truly viewed that way by fellow C-suite leaders. I’d go on the offense -- understand what needs to be done and put together a plan and start talking to people about it. If the CEO isn’t responsive, show other team members to get buy in and present at the right opportunity to demonstrate how you can be a transformational partner.”
The CHRO’s Role as Enabler of Organizational Change
By Megan Wolf
“The role of the CHRO is at the tip of the spear in transformation,” observed Peter Fasolo as he led panelists in discussing the CHRO’s role in transformative change.
Crisis-initiated transformation. Sheri Bronstein discussed her experience at Bank of America managing business transformation brought on by the financial crisis, which required “immediate and short-term tactics before you could even start thinking longer-term.” Ms. Bronstein emphasized the need for ruthless prioritization:
- In the short term: As you go through layoffs and move leaders, examine the corporate leadership team and the institutional businesses, and ask, “How will we assess talent? Who are we going to place our bets on? How are we going to recruit?”
- In the long term: How are we going to transform and rebuild trust with the public and balance our different constituents?
CHRO as driver of change. Betty Larson of Merck & Co. highlighted the role of the CHRO in driving the pacing and phasing of change by asking key questions:
- What needs to change? Is the organization ready for change? Do we have the right capabilities? How do we maintain culture? How do we communicate?
CHRO as the hero in the boardroom. Anthony Abbatiello, Workforce Transformation Lead at PwC, laid out the five workforce signals that the CHRO should look out for to proactively become a hero in the boardroom:
- Leadership and trust: The role of leaders has changed. Hard skills are easy and soft skills are hard.
- Workforce balance sheet: Understand the levers of cost savings to reveal opportunities to reinvest in the employee experience. Headcount is always the first place you go when you are thinking about transformation. Examine the quality of your payroll, benefits, cost of technology, cost of space and match that with employee preferences.
- Talent magnet-talent factory approach: Simultaneously attract talent from the outside while growing capabilities from within. Reinvest in skills, employee experience, and new offerings that will support employees.
- Location strategy: Understand how to balance employee needs with organizational needs when determining fully onsite, fully remote or hybrid work strategy.
- Experiment with technology: AI will change how work gets done but will also change the makeup of your organization. Agility and empathy are key skills and are critical to a transformational culture.
Creating a Transformation Culture within HR
Steve Fry moderated a lively session with CHROs from Hyatt, Emerson, and International Paper, on how to prepare your HR team to help the business navigate transformation.
Ensuring your HR team is ready to lead change.
Malaika Myers of Hyatt Hotels discussed how her HR team was among the first teams to adopt a new agile work strategy that would be rolled out across the company. As the pilot group, the team had to be out front. “Being as vocal about failures as about successes made the biggest difference.”
Ms. Myers defined behaviors associated with the new way of working then built behaviors into leadership expectations. When assessing the team’s ability to make cultural change, she had to make tough decisions. “You need to figure out who is trying and who is trying to look like they are trying. There is no formula to tell you the answer.” Myers recommended getting multiple forms of input, including from other business leaders, focusing more on the mindset than the skillset.
Nick Piazza of Emerson emphasized the need, as CHRO, to get deeply involved at the start to avoid missteps in launching organizational change. Steve Fry shared an approach to evaluate top employees that he used as CHRO of Eli Lilly, “If we had to do all over again, would we put this person in this job? If this person threatened to leave, would we work to keep them?” Using these questions as a guide, “never once did I make a change and wish I had done it later,” he added.
Tom Plath of International Paper focused on the theme of HR as business analyst. Mr. Plath advocated for data integrity and for HR to develop data acumen asking, “can HR put bar charts together?, can they analyze data and use it to make recommendations?” He also identified the need to develop a culture in HR of willingness to ask strategic questions to which you don’t have answers. “When you think about strategy,” Plath said, “the questions are more important than the answers, which is liberating.”
In summary, Steve Fry noted the importance of building a collective team with skills and individual expertise that complement one another. HR’s role is to raise the collective value of the organization and there is room enough for more than one hero.
Learning as a Catalyst for Change
By Tajah Eddy
Focusing on the role of learning and development in transformation, Shelly Carlin talked with panelists about creating learning strategies to meet today’s demand.
Why transformation feels different in our current environment. Michael Fenlon commented on the increased turnover of CEOs and the shorter lifespan of companies, “The pace of change is a cliche, but we are seeing it unfold in profound ways.”
Noting that the pace of change is accelerating, Cheryl Flink, researcher at the Truist Leadership Institute, identified technology and talent as the top two drivers. “When we think about digital transformation, the organization must have a clear ‘why,’ and they also need the ‘how.’” she remarked. When thinking about the ‘how’ Cheryl spoke about relating this back to employees so that companies could answer “how it relates to me, what did will I learn, what will I gain, and what will I potentially lose?”
Designing your learning strategy with a focus on continuous improvement. In designing your strategy, start with the outcome you are trying to drive advised Bijal Shah. Data shows that the half-life of skills is shortening dramatically and “it’s the curiosity of learning that is going to be so important.” We have moved to a world of microlearning and gaining the skill desired today, which means we are losing curiosity and the desire to go deep. “As you all think about your learning strategies, please don’t lose sight of the fact that there is foundational knowledge that employees need,” Ms. Shah urged.
To accelerate learning, Mr. Fenlon discussed creating an influencer role. Those who applied for this role had their education fast tracked and were sent back to coach and mentor their teams. Similarly, Donna Grant Dorsey of International Motors highlighted the company’s focus on peer leadership. “People trust their peers more than they trust IT or HR. When they are learning from a peer, they are reminded that their peer understands the specific challenges they face.”
Panelists shared their suggestions for success:
- Ask “what is the outcome I am trying to drive” and what data is necessary to track progress toward that outcome?
- Focus on learning and development as part of performance goals.
- To transform learning with greater speed, consider designing it in a way that is more social, tied to a team, and tied to business outcome metrics.
- Use talent management software to support lifelong learning and the application of that learning.
Consider allowing leaders to create 3-month gig roles where employees can learn new skills to bring back to their original jobs.
Leveraging Technology to Drive Company & HR Strategy
Christian Meisner, CHRO of GE Aerospace, Inc. led the conversation with fellow CHROs, Stephanie Franklin of Vertex Pharmaceuticals and Anje Dodson of Oracle on how companies are leveraging AI and automation to drive efficiency, enhance decision-making, and streamline both internal processes and external customer-facing initiatives.
- HR departments are leveraging AI for talent acquisition, operational tasks, and performance review summarization, allowing managers to dedicate more time to workforce development. AI is also being used to analyze staff survey data, providing faster insights to enhance planning and decision-making.
- The pharmaceutical sector is investing heavily in automated electronic lab notebooks and AI-powered consent form processing in clinical trials have accelerated drug development timelines - saving lives. Such technological investments demonstrate how internal innovation can lead to faster, more impactful outcomes.
Externally, AI is being used to drive revenue growth and customer engagement. Companies are exploring AI-driven tools to optimize operations, personalize customer interactions, and develop new business models. Oracle, for instance, uses AI to help managers analyze data more effectively, enabling them to spend more time on strategic workforce planning rather than administrative tasks.
- Adopting AI at scale requires strong governance and oversight without slowing down innovation. Some organizations have built cross-functional governance teams to oversee AI implementation while maintaining agility in decision-making.
- Some companies have moved technology functions under the Chief Innovation Officer, reflecting a shift toward a “tech-first” mindset.
- Senior HR leaders are now expected to be technologists as well, ensuring that AI and automation align with company workflows. Many organizations view HR as a key driver of technology adoption, particularly in talent management and organizational change.
U.S. companies are rapidly adopting AI, but global organizations must navigate differing adoption speeds across countries. Many companies, however, are moving forward with technological advancements without waiting for global markets to catch up recognizing that AI is poised to augment work, foster innovation, and redefine the future of business.
The Power of Talent in Transformation
By Megan Wolf
Rich Floersch opened the session by citing a Bain study that indicated only 12% of executives achieved their original ambition on a major business transformation. Those that did Awere differentiated by how they managed their talent.
Darrell Ford, drawing on his experience at UPS, discussed several talent success factors that enabled enterprise-wide transformation.
Identify the top talent and pull them out of their daily job. Transformation is a full-time job that requires subject matter experts to dedicate time to imagining in order to redesign and innovate.
Surround the transformation team with cross-functional experts in operations, technology, and HR to support the redesign of systems, processes, and jobs. Contract externally where in-house capabilities do not exist.
Provide digital tools to assist with the redesign.
Ensure regular governance with transformation leaders and create visibility for them with the C-suite and Board.
Develop incentives for attracting and retaining talent through the implementation.
Another CHRO in the health care industry discussed the key elements that enabled a significant transformation in the consumer experience for the company.
Put culture at the forefront. Significant re-skilling was needed across the workforce with an emphasis on skills and behaviors that had not previously been in the culture, such as working in ambiguity and making space for experimentation. The organization embraced its strong learning culture but also recognized the need to become more forgiving of mistakes and provide more feedback loops.
Identify key people leaders with a strong customer focus and proven record of articulating the vision and successfully mobilizing the workforce.
Reskill HR to understand the context of what drives the strategy and develop products and processes with the business strategy in mind across each Center of Excellence.
Upskill on AI and emerging technologies. Be very transparent about how AI will be used, what the impact will be - intended and unintended consequences - and ensure every employee becomes acquainted with it.
The Assault on DEI: How CHROS Can Lead Through Controversy
By Gregory Hoff
A panel of DEI and business strategy experts examined the current hostile environment for corporate DEI initiatives and highlighted the best approaches for companies to identify and respond to potential risks.
Companies are acting fast but split on full response: Ani Huang of HR Policy cited two different recent surveys of large companies. She noted that nearly 90 percent of surveyed companies were considering changing language related to DEI, but that only half are contemplating further changes in response to the recent Executive Order targeting private sector DEI practices.
Sticking to a framework is a must: In crafting and executing new DEI strategies and responses, Faten Alqaseer of Teneo emphasized the importance of companies committing to a framework based on longstanding values and culture. These frameworks will prevent companies from simply making changes reactively, which can create trouble down the line. Similarly, Marlene Colucci emphasized the importance of staying focused on the company’s mission and values to avoid swaying back and forth on the same issue. Ms. Alqaseer recommended an initial three-step process for companies re-evaluating their DEI commitments:
- Audit DEI practices: Ms. Alqaseer highlighted the need to conduct audits in partnership with both legal and HR and that many companies have found that they do not have a full grasp of their DEI initiatives which are often scattered across many different segments of the business. “It is essential to catalogue and have a clear understanding of what is in place,” she said.
- Stakeholder lens: What do employees, customers, regulators, etc. think about what you are doing in the DEI space that matters to them and to your business?
- Landscape analysis and benchmarking: Draw on information from many different “outside-in” vantage points, not just industry and peers. Understand what your industry and peers are doing from their perspectives and decide whether that makes sense for your company.
Ms. Alqaseer suggested assembling decision makers to determine the company’s approach under different scenarios.
Internal communication is key: Sarah King emphasized the importance of effective internal communication to help manage employee reaction to changes in DEI programs. Ms. King relayed that Darden sat down with each division leader and talked through the risks, the changes, why such changes were necessary, and how managers can respond if they encounter negative feedback about such changes. “Look for the unofficial influencers – such as ERG leaders – to explain the way,” said Ms. King.
HRPA’s Transformation Strategy: Purpose and Rebranding
In a session focused on HRPA’s own transformation, Association leaders provided an update on HRPA’s data-driven exploration of the needs of members designed to inform the Association’s transformation as the trusted CHRO partner.
HRPA Board Chair Tim Richmond highlighted dramatic shifts in the profession - increased demand for CHRO expertise on boards, CHROs moving into the role of CEO, and a new high of 86% of Fortune 200 CHROs in the role for the first time.
Henry Eickelberg, COO of HRPA, described key findings from the ‘Voice of the Customer’ research the Association conducted with the help of Michelle Bottomley and the team at MGX. This research, coupled with the work of HRPA’s Strategy and Transformation Committee and a special CHRO Transformation Forum, has helped advance the process of reimagining the Association.
Nickle LaMoreaux of IBM and Samantha Hammock of Verizon, integral members of the CHRO Transformation Forum, provided additional insight into member views on the future of the Association.
What’s next: The Association will continue its transformation – all informed by member experience. Expect a broader member update in the coming months!
The Power of Human Connection in Leadership with David Brooks
In a moving keynote address, David Brooks described growing up in an environment that prioritized intellect over emotion, where success was defined by being well-read and attending prestigious schools.
Brooks described how, in 1935, James Conant, then-president of Harvard, redefined ability as intelligence, reshaping education, childhood development, and the job market. This shift led to standardized testing and a society where higher education became the gateway to opportunity.
Brooks argued that intelligence alone is insufficient for long-term success. While school rewards obedience and individual achievement, life requires teamwork, adaptability, and human connection. Over time, this narrow definition of ability has created an education-based caste system, widening social divides. Affluent children gain early advantages through structured learning, while others fall behind. This has led to a backlash, as people recognize that our society has become less humane.
He contrasted résumé virtues—skills that contribute to professional success—with eulogy virtues—qualities that define character and meaningful lives. Many people struggle with isolation, as the number of Americans lacking close friendships has quadrupled. To navigate an increasingly disconnected world, Brooks emphasized the need for a broader, more human-centered definition of ability—one that values emotional intelligence, resilience, and interpersonal skills.
HR leaders can play a crucial role by fostering environments that prioritize growth, empathy, and communication. He highlighted the importance of fundamental skills like listening, seeking forgiveness, and making others feel seen and heard. He distinguished between diminishers, who sap energy, and illuminators, who uplift those around them. Meaningful leadership involves treating each person with respect and presence, ensuring they feel valued.
Brooks also offered practical advice:
- Treat attention as an on/off switch—be fully present.
- Be a loud listener rather than a dominant speaker.
- In conflict, recognize when emotions override reason and pause.
- Ask questions that challenge perspectives and encourage deeper thought.
Brooks called for a broader, more human-centered definition of “ability,” one that goes beyond academics to embrace the full depth and breadth of human experience. His message left CHROs in attendance feeling moved and reflective, reinforcing the power of connection and belonging in work and leadership.
Workplace Policy Shifts: What to Expect from a Second Trump Administration
HRPA’s U.S. and global policy experts joined Mark Griffin of BJ’s Wholesale Club to discuss workplace policy shifts under the Trump administration with a focus on what to expect through the midterm elections.
Federal agency leader confirmations are still being finalized with Department of Labor Secretary, Lori Chavez-DeRemer and Deputy Secretary Keith Sonderling recently confirmed. In addition, many of the 90+ executive orders are being challenged in court. Despite the legal challenges, reputational risk and the environment of fear created by these orders have already moved the needle on some initiatives.
DEI programs. Demonstrating the fluidity of the situation, the injunction against the Executive Order on DEI was lifted late on March 14, allowing full enforcement, while underlying litigation continues. We expect a report in May that could more fully describe what the administration considers illegal DEI.
On the global front, pay transparency laws and representation goals remain top issues in the UK, EU, Brazil, Australia, Japan, Canada, and Mexico despite the U.S. backing off its commitment. As Wen Dong noted, “If you scale back U.S initiatives, you need to be aware of how it affects your global programs. Your headquarters’ approach may conflict with local approaches overseas.”
Immigration. The Trump administration is focused on both illegal and legal migration through I-9 audits, restricting H1-B visas, and the EEOC’s new anti-American hiring directive and focus on DEI. In addition, IRS section 891 allows for double taxation on foreign companies and individuals. If the tax is implemented, employers may need to increase the affected global hires’ salaries. The pull back on birthright citizenship could also be a disincentive for foreign workers to come to the U.S.
Congress. With midterms next year, Congressional efforts to pass legislation are expedited because of Republican fears that their power trifecta may not last past November 2026.
Bipartisan issues to watch include non-compete agreement reform, paid leave, PBM reform, Artificial Intelligence, and Labor reform.
Mark Griffin expressed that he is closely watching what’s happening on labor issues, particularly Senator Hawley’s pro worker framework since BJ’s in a union-free organization.
Federal agencies. DOGE is crippling many federal agencies with uncertain results. If NLRB in gutted, for example, employers could end up going straight to federal court with lengthy and uncertain results.
HRPA is also watching the EEOC and whether EEO-1 data collection may end; the SEC and whether there is an opportunity to push oversight of proxy advisors; and the FTC and its new task force on “anti-competitive labor market practices.”
HRPA will continue to follow policy developments closely to provide timely updates on what matters to CHROs and their teams.
Trump, Trade and Tariffs: The Challenges for Global CHROs
By Wenchao Dong
In opening the panel discussion, Mike Froman raised the strategic use of tariffs by President Trump as a means of reindustrializing the U.S., leveraging trade negotiations, transforming the US and global economies, and generating revenue. These tariffs, however, are creating a complex and challenging environment for businesses. The panel agreed that while tariffs can serve as a powerful tool, they also lead to supply chain disruptions and increased costs for consumers, sparking debates on their long-term efficacy. Both Mr. Froman and Savita Subramanian noted that the U.S. tariffs on China in the first Trump Administration led to production shifts to Mexico and Canada, alternatives which may not be available given the administration’s broader tariff policies.
Corporate Strategies in Uncertain Times. Corporations are actively seeking ways to adapt to the changing landscape. Samsung's approach, highlighted in the discussion, involves advancing technology capabilities and maintaining operational flexibility. This strategy is crucial as companies face decisions about whether to relocate manufacturing facilities and how to manage supply chain challenges. The panel underscored the importance of strategic foresight in navigating these uncertainties, with some companies benefiting from reshoring and infrastructure investments.
Importance of Semiconductors in National Security. Semiconductors emerged as a focal point of the discussion due to their critical role in technological advancement and national security. The panel explored the challenges of ensuring a reliable domestic supply chain, especially in light of tariffs. This issue reflects broader national security concerns, with the U.S. aiming to reduce dependence on foreign semiconductor production. The discussion highlighted the strategic necessity of bolstering domestic capabilities to enhance security and drive innovation.
Resilience of the U.S. Economy Amidst Global Challenges. Despite the disruptive potential of tariffs, the U.S. economy has shown resilience. The panelists discussed the ongoing growth of the economy, even as geopolitical tensions rise and global trade dynamics shift. Savita Subramanian noted that it is difficult to predict economically the effect of tariffs, noting that despite the stock market decline, market corrections happen roughly once a year. However, there are concerns about the potential for prolonged inflation and how a fragmented global economy might affect future growth. The panel discussed role of the U.S. dollar as a reserve currency, and the implications to U.S. debt service if potential alternatives emerge.
Strategic Adaptation and Future Outlook. The panel concluded by emphasizing the need for businesses to be adaptable and strategic in their planning. The focus on tariffs, semiconductors, and reshoring reflects broader themes of national security and economic resilience. Companies are encouraged to leverage these insights to navigate the evolving landscape effectively, ensuring they remain competitive and resilient in the face of geopolitical and economic changes.
