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

If you're a Chief Human Resources or Chief People Officer, then you can request to join a brand new community I put together called Future Of Work Leaders which focuses on the future of work and employee experience. Join leaders from Tractor Supply, Johnson & Johnson, Lego, Dow, Northrop Grumman and many others. We come together virtually each month and once a year in-person to tackle big themes that go beyond traditional HR.

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.

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?

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.

Trust Is Everything

Jeff emphasized that the real power of HR lies in trust. That includes trust from the CEO, the leadership team, and employees across the organization.

“Trust is the currency of the CEO-CHRO relationship. If you’re not honest with your CEO, you’re not doing your job.”

This applies far beyond the CHRO. HR professionals often serve as sounding boards, coaches, and culture shapers. That trust is earned by showing discretion, offering judgment, and staying objective—even when it's uncomfortable.

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