Strengthen your influence with executives by learning four common reasons they reject HR-led change, and practical ways to get them on side.

Tamara Joy is the Head of People and Culture at Village Roadshow.

HR practitioners often talk about navigating resistance, but I prefer to reframe it positively: as healthy debates between HR and executives that fuel good governance and decisions.

HR pushes for change, while executives fulfill their duty to challenge it, ensuring alignment with the business strategy. There’s little point putting forward ideas that stray from core business goals. In my view, pushback typically arises when HR lacks full insight into those objectives.

With 25 years in senior HR roles across a wide variety of industries – from non-profits, community housing and manufacturing to sports, events and entertainment – I’ve seen debates erupt over organisational change, the adoption of new technology, diversity, equity and inclusion initiatives, and learning and development investments.

Here are the key reasons I’ve encountered for this resistance, and how I’d address them today.

Reason #1: Budget: “This is a huge investment”

I once pushed the case for an investment of $1.2 million for a Human Resources Information System to the owners of a small-to-medium-sized organisation. It was never going to be easy to get this significant investment over the line, but I did it.

Here’s how I’d tackle that:

Align your case to each stakeholder’s priorities. With the cautious, talk compliance gaps and reputational risk; with numbers people, highlight ROI timelines and long-term savings; with others, discuss risk, efficiency or the customer/employee experience.

Useful resources:

• Article: How to overcome stakeholder resistance and move your ideas forward
• Course: People Analytics (foundations) or (advanced).

Reason #2: Reputation – “This may impact our brand”

Executives or board members often hesitate to lead change, fearing brand risks. In male-dominated sectors I’ve worked in, there was sometimes pushback on DEI initiatives, simply due to a lack of understanding and education on the ‘why’ behind the initiative.

Here’s how I’d tackle that:

In this instance, I invited a peer organisation to share their successes and business impact in a presentation to the board. 

This session offered a practical, real-world example that DEI transformation is complex and often uncomfortable, but ultimately delivers value. Leaders appreciated the transparency and authenticity of the discussion, noting that hearing from a peer organisation made the topic feel more relevant and achievable. 

Additionally, I suggest framing the policy as a long-term strategy, not instant ROI, and enlist aligned leaders or board members to help champion and amplify your message.

Useful resources:

• Podcast: Building influence and credibility with the C-suite with Susan Lloyd-Hurwitz AM and Benjamin Morris CAHRI

Reason #3: Resistance to change – “It works fine as it is”

Change unnerves some executives. At a sports organisation I worked for, we had big debates over centralising state offices, digitising processes and restructuring, with board members, executives and members clinging to the familiar.

Here’s how I’d tackle that: 

Start by understanding where they’re coming from. Listen to their stories and invite their input.

Stay curious and agile. Ask questions and be willing to adjust your approach and provide alternative solutions. Finally, frame your point as “us vs the problem”, which makes executives feel like you’re all on the same team.

“There’s little point putting forward ideas that stray from core business goals. In my view, pushback typically arises when HR lacks full insight into those objectives.” 

Useful resources:

• Article: How to make your communication more persuasive
• Course: Introduction to overcoming stakeholder resistance

Reason #4: Misalignment – “That’s not the business focus right now”

When your proposal doesn’t align with business strategy and objectives, executives won’t buy in or care about your rationale – you’re fighting a lost cause.

Here’s how I’d tackle that: 

Research your stakeholder’s concerns and perspectives; assess if there’s real room to sway them. Support your case with credible data, a clear narrative, and commercial acumen linking directly to financial and strategic realities.

You may not change minds straight away, but consistently connecting your ideas to their goals helps build trust and influence decisions over time.

For example, in one organisation I worked for, we were going through significant organisational growth – from being a state-based organisation to a national one. Introducing succession and retention planning was key.

However, it needed to be framed as a business continuity and risk discussion, not just about the HR process. I highlighted the exposure to the business if a senior leader left and this helped me to secure their buy-in.

Useful resources:

• Article: How to use data to make your presentations more impactful

Be strategic not reactive 

Try avoiding resistance in the first place by anticipating concerns before they arise and preparing solutions. Have data and stories in your arsenal, plus more than one alternative to offer. 

As well as understanding the business, you also need to understand the stakeholders and partner with them. Position HR as enablers of business objectives, not blockers. When they see you’re supporting the same goals, resistance often fades. 

There will be times when, despite your best efforts, a decision can’t be budged – especially if driven by the board, leaving executives little leeway. In those situations, accept it for now, focus your energy elsewhere, and look for a better moment down the track to raise the idea again. 

This article first appeared in the February/March 2026 edition of HRM Magazine.