What CEOs Really Want from HR: Lessons from Pfizer’s Former CEO Jeff Kindler

CEOs don’t want HR reports, they want strategic partners. Former Pfizer CEO Jeff Kindler reveals what truly earns HR a seat at the table (and what keeps you stuck on the sidelines).

In a recent private session with our Future of Work Leaders CHRO Community, we sat down with Jeff Kindler, the former CEO of Pfizer, to talk candidly about the evolving relationship between HR and the C-suite.

The conversation offered something rare: an unfiltered look at how a Fortune 100 CEO views the HR function—not just the CHRO, but the entire people team. Whether you’re a Chief People Officer, an HRBP, or leading talent, learning to think like a CEO is what sets high-impact HR professionals apart.

Here are some of the most important lessons from the session—valuable for anyone looking to elevate their voice, credibility, and strategic influence inside the organization.

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HR Expertise Is Expected—Business Impact Is What Matters

Jeff was clear: technical expertise is important. But it’s no longer enough.

“Domain mastery gets you in the room. What makes you valuable is business judgment, candor, and the ability to see beyond your function.”

Whether you’re managing compensation, talent, or employee relations, your work must connect back to the business. That means understanding how the company makes money, where it’s headed, and how talent can accelerate or hinder that progress.

HR professionals at every level should ask: How does my work tie directly to business strategy?

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Stop Reporting—Start Advising

A major theme in the conversation was the difference between updating and advising.

“The CEO doesn’t want to hear about HR every day. They want you to quietly handle the function—and bring them only the things that matter most.”

Senior leaders aren’t looking for data dumps. They’re looking for insight. For those in HR roles, this means going beyond reporting headcount or turnover rates—and helping the business interpret what it means, why it matters, and what to do next.

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