What Does Top Management Really Expect from HR?

When it comes to HR and top management, the relationship can sometimes feel like two ships passing in the night. But if you dig a little deeper, you’ll realize it’s not about filling forms or running the annual employee survey. Executives expect HR to be a strategic partner, but what does that actually mean?

Here’s a no-nonsense guide to what top management truly wants — and needs — from HR.

1. HR as a Data Whisperer

It’s not enough to hire people and manage benefits. HR must bring data to the table. Executives rely on numbers to make decisions.

They expect HR to:

• Present workforce analytics that predict trends (e.g., employee turnover, productivity levels).

• Measure the ROI of training programs or other initiatives.

• Identify bottlenecks in hiring processes or internal promotions.

• Instead of just showing a spreadsheet, use visualization tools like Power BI or Tableau to make your case clear. CEOs and CFOs aren’t looking for fluff — they want actionable insights. Mind that this suggestion should apply only to C-level managers with an adequate technical capability. Always know your limits and find your own best way to present your data.

Example 1: If productivity dips, HR can correlate the data with engagement surveys to pinpoint causes. Was it poor management? A lack of upskilling? Then propose a fix.

2. Problem-Solving, Not Problem-Raising

One of the quickest ways to lose trust with the C-suite is to present problems without solutions.

If a department complains about burnout, don’t just deliver the feedback. Offer solutions such as reallocating workloads or piloting flexible work schedules.

HR’s role here is to position themselves as proactive. When executives see you’ve already thought three steps ahead, they’ll trust your judgment and input more.

3. Strategic Recruitment, Not Just Filling Seats

Executives want their team to be A-players. That’s where HR steps in — not to hire always faster, but smarter.

• Build a talent pipeline so hiring isn’t reactive.

• Collaborate with management to define what an “ideal candidate” actually means for them.

• Use tools like LinkedIn Insights to show where competitors are finding top talent.

HR then must think beyond “filling the role” and focus on how new hires will fit into the company’s long-term strategy.

4. Keeping Executives Grounded

One thing most HR professionals don’t realize? Top management can be out of touch with what’s happening on the ground.

Your job isn’t just to execute their vision but to gently educate them when their expectations veer into the unrealistic.

How: Share qualitative and quantitative insights.

Example 2: If management is pushing for more hours, present data on burnout trends and propose an alternative.Example 3: If they’re against remote work, offer examples of competitors benefiting from it (with measurable results). Provide real data from people, acknowledging and, hence proving the truth.

When designing an employee engagement survey, raise questions that can turn into valuable forecasts for the management.

Below are 5 employee engagement survey questions designed to uncover insights in different categories and help management make accurate forecasts:

• Career Growth & Development: Do you feel you have opportunities to advance in your career within the company? Why or why not?

• Workplace Culture: How comfortable are you expressing your opinions or concerns to your manager or leadership?

• Compensation & Benefits: Do you feel your compensation and benefits package is competitive and fair compared to similar roles in the market?

• Work-Life Balance: Do you feel you can maintain a healthy balance between work and personal life?

• Job Satisfaction: What’s the biggest factor influencing your decision to stay or leave the company?

  
  

5. Unique Communication Is Key

Executives are busy. They don’t want a 20-slide deck unless every slide counts. Learn to communicate your ideas in a way that aligns with their style:

• For results-driven leaders: Use concise metrics and outcomes.

• For visionary leaders: Tie ideas to the company’s long-term goals.

  
  

  By tailoring your communication, you become more relatable and persuasive.

  
  

6. The Silent Priority: Managing Risks

Nobody wants to talk about lawsuits, compliance failures, or public relations nightmares.

But top management expects HR to be the first line of defense:

• Build compliance training into onboarding processes to prevent risks.

• Stay ahead of local and international labor law changes.

  
  

Executives won’t notice when HR prevents risks — but they will when HR fails to.

7. Cultural Alignment Matters More Than You May Think

Executives often talk about culture without really knowing how to nurture it. HR bridges the gap by:

• Auditing how culture shows up in day-to-day operations.

• Helping leadership adapt their management style to fit the culture they’re trying to build.

• Ensuring policies (like promotions or rewards) align with company values.

This work ensures the culture isn’t just lip service.

Takeaway: Build Trust by Adding Value

At the end of the day, top management sees HR as a partner when you:

• Bring solutions instead of problems.

• Use data to support your proposals.

• Understand and balance their expectations with on-the-ground realities.

When HR becomes a trusted advisor rather than an operational function, it earns a seat at the decision-making table.

Sources

• Cappelli, P., & Tavis, A. (2016). The performance management revolution. Harvard Business Review, 94(10), 58–67.

• Deloitte. (2024). The Future of HR: Trends in workforce analytics and strategy. Retrieved from https://www2.deloitte.com

• Gartner. (2023). Future of work trends post-pandemic. Retrieved from https://www.gartner.com

• SHRM. (2021). Bridging the gap: HR as a strategic partner. Society for Human Resource Management.

• Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press.