Question:
I am a Human Resources Lead Specialist, but really a manager. I currently work under the CFO, and I feel that it may not be a good fit as she is about the numbers, not the people. I would like your thoughts on this matter and who you think I should work under. We have two CEO, CFO, and a COO. Any help would be greatly appreciated.
Answer:
It sounds like you’ve landed in the classic “people-centric” vs. “number-crunching” tug‑of‑war. Here’s how I’d think it through:
What HR Needs vs. What the CFO Brings
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Your focus: Employee engagement, culture, talent development, conflict resolution—basically, the human side of the ledger.
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Your boss’s focus: Financial performance, budget controls, reporting metrics. That mismatch can leave HR initiatives feeling like an afterthought.
Who’s Best Equipped to Champion HR?
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COO (Chief Operating Officer): Often oversees day‑to‑day operations, including workforce productivity, process improvement, and employee satisfaction metrics. Partnering with the COO gives you a seat at the table where workflows, resource allocation, and performance metrics live—making it easier to tie people strategies to real operational outcomes.
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CEO(s): If your organization is small or culture‑driven, reporting directly to the CEO can elevate HR to a strategic function. But with two CEOs in the mix, that path can get confusing (and you might spend more time in coordination meetings than coaching employees).
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A Hybrid/Dotted‑Line Model: You report day‑to‑day to the COO (for people‑ops alignment) and maintain a dotted line to the CFO (for budgeting and compliance). This way, HR stays integrated with operations but still plugs into financial oversight.
I would recommend the following next steps.
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Have a candid conversation with the COO about establishing HR under their wing, highlighting the direct impact on operations, retention, and productivity.
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Propose a dotted‑line relationship with the CFO so you can collaborate on budgets, compliance, and compensation strategy.
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Draft a simple org‑chart update to show how this shift clarifies roles and reporting, then share it with both the COO and CFO for buy‑in.
At the end of the day, HR thrives when it’s plugged into both people‑ops and budgeting channels but anchored in the operational realm so you can move fast on the programs that keep employees happy and productive.
I hope this helps.
Lisa Smith, SPHR, SCP
Note: This blog post is for informational purposes only and should not be construed as legal advice. Always consult with a legal professional for advice specific to your situation.
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