Why CEOs Are Expecting More From HR Leaders in 2026

The role of the Chief Human Resources Officer (CHRO) is entering a more complex phase as CEOs place higher expectations on HR leadership amid expanding use of AI, according to recent analysis of Gartner’s HR trends for 2026, complemented by industry commentary from executive search and technology leaders.

Gartner’s latest outlook suggests that many CHROs have been placed by CEOs in a leading role on workforce decisions tied to AI adoption, productivity, and culture, often without clear guidance on how to reconcile business pressure with operational realities. The firm notes that HR leaders are increasingly expected to guide discussions on workforce size, skills, and performance while evidence on AI-driven productivity gains remains limited. HR leaders are being asked to “guide discussions with the CEO and the board on the impact of AI on the size and structure of the workforce,” even when returns on investment are still emerging, reports Gartner.

This shift reflects broader changes in how organizations approach people management. CEOs are seeking cost control, faster output, and protection of competitive advantage at a time when Generative AI tools are being deployed rapidly across business functions. However, Gartner’s data indicates that only a small share of recent layoffs can be directly attributed to productivity gains from AI, suggesting that expectations around automation may be outpacing measurable outcomes. This disconnect places HR leaders in a position where they must temper assumptions without being perceived as resisting innovation.

Against this backdrop, the CHRO’s role is expanding beyond traditional administrative responsibilities. Alejandro Paz, Country Manager, Robert Walters, says that the CHRO has become a strategic actor within executive teams, with direct influence on business planning and board-level discussions. He notes that HR leaders are now expected to align human capital strategy with corporate objectives, using data and analytics to inform decisions on talent, productivity, and organizational design. In markets such as Mexico and Latin America, this challenge is compounded by shifting labor dynamics and diverse workforces that require localized approaches.

Organizational culture has also become a focal point. Gartner’s analysis points to what it describes as cultural dissonance, where companies demand higher performance and longer hours without formally redefining their stated values or offering additional incentives. HR leaders are expected to clarify expectations and adjust cultural narratives to match operational demands, while also addressing the risk that transparency alone may not sustain engagement if conditions worsen. Paz says that evolving employee value propositions, including flexibility, compensation, and development opportunities, are now central to attraction and retention strategies, particularly as competition for skilled talent intensifies.

The use of Generative AI introduces further complexity. Gartner reports that a large majority of HR leaders say their organizations already use Generative AI tools, while most technology leaders devote limited attention to monitoring behavioral or well-being effects. The firm highlights potential risks linked to excessive or poorly governed use, including declines in work quality and employee strain. HR departments are therefore being asked to introduce monitoring mechanisms, revise performance metrics, and collaborate with occupational health and safety functions, often without internal data to quantify the impact.

Alexis Langagne, Advisory Board Member, Softek, says that defining who benefits from Generative AI-driven productivity gains will require a level of change management that many organizations have not previously attempted. He notes that while employees using AI co-pilots can complete routine tasks faster, productivity gains do not automatically translate into business value. Decisions must be made about whether saved time is redirected toward additional output, training, and innovation, or returned to employees in the form of flexibility or reduced hours. According to Langagne, these choices will influence engagement, retention, and employer branding, making coordination between the CHRO and CIO critical.

Quality control is another concern highlighted by Gartner. The firm uses the term “workslop” to describe fast but flawed output generated with AI, which can require significant time to detect and correct. When employees are rewarded primarily for speed or volume, the net effect can be lower productivity once rework is considered. Gartner recommends that HR leaders participate in redesigning evaluation systems and in guiding technology investments toward areas of highest friction, a role that may require greater influence over IT decisions than HR has traditionally held.

Recruitment processes are also under pressure. Gartner estimates that candidate fraud, including inflated credentials and deepfakes, is becoming more common, with a growing share of applicants admitting to using AI tools during interviews. HR leaders are being encouraged to combine high-touch methods with identity verification technologies to protect hiring integrity, reinforcing the human role in talent assessment even as automation expands.

Security risks extend beyond hiring. Gartner identifies corporate espionage, including state-sponsored activity, as a growing threat, particularly for organizations involved in AI supply chains. HR teams are expected to support awareness, training, and simulation exercises, expanding their remit into areas traditionally managed by security or IT functions.

Looking ahead, Gartner anticipates further debate around digital replicas of employees and compensation for training AI systems, as well as potential shifts in labor markets as some professionals reconsider digital roles in favor of less automatable work. For CHROs, these developments underscore the need for internal data, organizational credibility and clear prioritization. As Gartner’s analysis suggests, HR leaders who differentiate between immediate risks, probable trends and longer-term possibilities may be better positioned to meet CEO expectations in an environment defined by rapid technological change and uncertain outcomes.