Serving on a company board offers HR leaders a unique opportunity to see the broader organizational landscape beyond their traditional departmental scope. This experience deepens their understanding of how HR intersects with every aspect of the organization, from strategy to operations.

Below, Forbes Human Resources Council members share some of the insights that can be gained from including HR leaders in board-level discussions. From greater people management to more integrated strategies, they discuss how this inclusion can better equip leaders to drive meaningful contributions across their organization.

1. Broader Company Understanding

Sadly, we don’t see HR in the mix of board needs. However, in my volunteer leadership role with 50/50 Women on Boards, the role of an HR leader has been elevated since the pandemic. I’ve gained a broader understanding of a company’s strategic goals, discussions on innovation and change management and leadership development. HR leaders: Let others know about your interest in serving on a company board! – Kathleen Duffy, Duffy Group, Inc.

2. Improved People Strategies

Being on a board has allowed me to see my work differently in a significant way. I’ve been able to truly zero in on my strategic and transformation value as a business leader focused on people—building strategy top-down and translating it to tactical business goals for my staff. The ability to extend my people strategies to business outcomes and the bottom line has been paramount. – Nakisha Griffin, Vercara

3. Insight Into The Company’s Inner Workings

Being on a board makes you understand the company’s broader goals. You gain a holistic view of how various functions work together to achieve those objectives, leading to more integrated HR strategies. You also see how HR policies impact overall business performance and learn about corporate governance and how the decisions at a high level are made, enabling you to perform better with more knowledge and ownership. – Saman Effendi, HRSG

4. Better Decision-Making

When a board invites an HR representative to join, they recognize the need for cultural and compliance expertise. This indicates a strategic shift to a focus on sustainability and satisfaction. An HR board representative should highlight the reach that HR decisions have within a company and the costs and risks associated with making ill-advised HR decisions. – Dieneria Brown, PushBlack

5. Greater Alignment With Company Goals

Being on a board enables you to better align your HR initiatives and deliverables with the strategic direction of the company and to ensure that you are considering all stakeholder points of view. It creates a clear path to prioritization of organizational challenges and encourages you to think strategically about ROI. – Sherrie Suski, Tricon Residential

Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?

6. Streamlined Change Management

Given the global market’s dynamic nature, it is crucial for HR to participate in board meetings, leveraging their expertise and insights on the workforce to inform business decisions. During transformation, HR’s knowledge of change management becomes extremely valuable. The role of HR has undergone tremendous evolution, transitioning from a supportive function to a strategic collaborator. – Dr. Nara Ringrose, Cyclife Aquila Nuclear

7. People-Driven Outcomes

Good HR people know HR. Great HR people know the business as well. One of the things that is abundantly clear when joining a board as an HR representative is that we know how to drive outcomes through people. Motivation, accountability and a diverse, inclusive and psychologically safe culture all play a vital role in how people perform their work and ultimately advance business goals. – Marcus Bryant, Certified HR Pros, Inc.

8. More Effective Forecasting

In my extensive experience with public and private boards, it’s clear that stakeholders demand HR professionals move beyond reporting past results. They expect insights on future expectations, using information from executing the talent and people agenda. Elevating decision support and using analytics to add value by spurring future action is necessary. – Prithvi Singh Shergill, entomo

9. Reframed Business Cases

The sad reality is that not enough people leaders are invited to be board members. I had to storm the castle by becoming an investor. But, once I was through the door, the exit lens through which the business is viewed became crystal clear. This helped me to reframe business cases to clients and fellow investors by shifting away from the traditional ROI argument and instead focusing on acceleration. – Jason Elkin, EQUALS TRUE

10. Exposure To Themes Outside Of One’s Comfort Zone

Sitting on a board can influence your work approach by exposing you to topics and themes outside of your comfort zone or specialty. Regardless of your job, board experiences should demonstrate the value of both strategic thinking and decision-making within your role and organization. Such exposure offers valuable transferable governance and leadership insights from which you may also benefit. – Dr. Timothy J. Giardino

11. Recognition Of HR As A Core Business Function

HR leaders participating on the board quickly come to realize that the people function (traditionally called HR) is not a separate functional area of the business but rather transcends the entire organization. To ensure a workforce is making the greatest contribution, HR leaders must regularly align with business leaders and treat the business of people as a P&L center with accountability for results. – Laci Loew

12. Improved Engagement With Stakeholders

Being on a board as an HR representative has taught me to better align HR strategies with business goals, prioritize culture in HR and operating practices and emphasize stakeholder engagement. I ensure that HR initiatives directly contribute to our strategic objectives and overall success while integrating HR considerations into strategic decision-making at the highest level. – Dr. Kelly Meredith, Southworth Development

13. Better Alignment With The CEO’s Priorities

Sitting in on the company board deepened my understanding of the CEO’s priorities, enriching my strategic perspective. It provided direct insights into the board’s goals, deepening my ability to support executive direction with impactful people strategies. It is the ultimate example of cross-functional collaboration. – Jane Binzak, BAXIMUS Enterprises LLC

14. Enhanced Financial Management

Board participation deepened my understanding of company strategy and finances, enhancing HR alignment with business goals. It refined my communication of HR’s value to leadership, increasing support for key initiatives. This exposure elevated HR’s role as a critical business driver, reinforcing our strategic impact on the organization. – Dalia Modlin, EasySend

15. A More Strategic Perspective

Sitting on the company board has given me a strategic perspective on aligning HR with company goals, enhancing communication and understanding cross-functional operations. I’ve improved in risk management, leadership development, employee advocacy and driving innovation. This experience has enabled me to integrate HR initiatives more effectively and contribute to the company’s overall success. – Vinamre Gupta, DEI Consultant