Trust is an essential component that must be present in order for any business to operate efficiently. The Human Resources (HR) department is critically important to the process of establishing this level of confidence. Unhappily, there is frequently a trust deficit between the C-suite, which consists of the top tier of senior executives, and the human resources department (HR). Improving the performance of an organization is dependent on first gaining an understanding of why this gap exists and, more crucially, how to close it.

The Roots of Our Trust Problems

The trust deficit can be linked back to three key difficulties: strategic misalignment, a perceived lack of ability, and a communication disconnect. Each of these factors contributed to the development of the trust deficit.

Strategic Misalignment People frequently have the impression that human resources is unrelated to the more general strategic goals of the company. While the C-suite is focused on expansion, revenue, and market position, human resources may give the impression that they are exclusively concerned with matters pertaining to employees. This seeming imbalance might give rise to doubt and distrust in the relationship.

The C-suite, which often consists of professionals who have profound expertise in their respective professions, may challenge HR’s competency when it comes to comprehending complicated business dynamics and important decision-making processes. This may be because the C-suite is typically comprised of individuals who have extensive experience in their respective fields.

The human resources department and the executive suite frequently struggle to have conversations that are open, honest, and proactive with one another. It’s possible that HR departments that just focus on compliance and dispute resolution instead of proactively engaging with executives will be perceived as reactive or defensive, which will further erode trust in the department.

Filling up the Gaps: Change Management Strategies

In order to close this gap, human resources departments need to transition from providing merely administrative support to functioning as strategic partners. The following are four tactics that can be implemented to improve the trust that C-suite executives have in HR.

Realign the HR Vision In order to earn the trust of the C-suite, Human Resources (HR) must realign its goals with the strategy of the firm. It is not enough for HR to know and abide by employment rules, nor is it sufficient for HR to manage employee conflicts. They are required to play a significant part in the execution of the business plan, the promotion of growth, and the generation of competitive advantage.

Demonstrate HR Competence HR professionals are required to demonstrate that they have an understanding of the company, the industry, and the other players in the field. This involves Moving beyond HR-specific expertise and becoming active in the strategic decision-making processes, giving useful inputs based on comprehensive workforce analytics and trends in the sector.

Enhance Your Communication: The Human Resources department needs to do a better job of communicating with the executive team. Instead of concentrating on issues, the Human Resources department should highlight its accomplishments, provide data-driven insights, and make strategic projections to show how valuable it is. The ability to communicate in a proactive, clear, and consistent manner can go a long way toward developing trust.

Concentrate on Talent Management Human resources should take an active part in talent management, which includes recruiting, training, and retaining the best employees. HR can demonstrate its strategic importance and earn the trust of the C-suite by effectively managing the workforce to fulfill the organization’s present and future demands. This can be accomplished by properly managing the workforce.


It should come as no surprise that the trust deficit that exists between the C-suite and HR can be closed. However, in order to bridge this gap, HR will need to make a concerted effort to realign their aims with the business strategy, increase communication, demonstrate competency, and concentrate on strategic talent management.

The necessity for a human resources department that is not only strategic but also knowledgeable and trustworthy is growing at an alarming rate as the corporate environment continues to get more complicated. When Human Resources succeeds in gaining the confidence of the executive team, the entire organization stands to gain.

Originally Published on https://www.breakfastleadership.com/

Michael Levitt Chief Burnout Officer

Michael D. Levitt is the founder & Chief Burnout Officer of The Breakfast Leadership Network, a San Diego and Toronto-based burnout consulting firm. He is a Keynote speaker on The Great Resignation, Quiet Quitting and Burnout. He is the host of the Breakfast Leadership show, a Certified NLP and CBT Therapist, a Fortune 500 consultant, and author of his latest book BURNOUT PROOF.