The Campbell’s Company’s Diane Johnson May on the future of the CHRO role

As AI and new expectations transform the workplace, the CHRO’s role is shifting from support to strategic engine. Campbell’s Chief People and Culture Officer Diane Johnson May shares how to integrate technology with the human side of work, balance speed with safeguards, and create an environment where multiple generations can thrive. She translates these themes into actionable steps for leaders and underscores a simple truth: people strategy must lead business strategy.

Diane Johnson May is EVP, Chief People and Culture Officer for The Campbell’s Company and a member of Campbell’s operating committee. She leads the human resources function, including talent acquisition and management, organizational effectiveness, compensation and benefits, and inclusion and diversity, to focus on building a winning team and culture that helps every employee reach their full growth potential.

Looking ahead five years, what does effective CHRO leadership look like in a high-disruption environment where AI integration, fast-moving regulation, and diverse workforce expectations collide? How do you balance work redesign with technology adoption? What is the right mix of capability building, upskilling, and speed?

In a high-disruption world, AI isn’t just top of mind, it’s reshaping the very nature of work. The real challenge isn’t just adopting new tech, but sequencing it right: do we redesign the work first, or let the tech lead? The answer is both. The future belongs to organizations that can reimagine work and integrate technology in tandem. That’s why we’re doubling down on upskilling and reskilling our people while bringing in new digital capabilities.

In our industry, the regulatory environment moves fast. Companies need to move faster. Navigating change means having the right talent in place to lead through complexity. At the same time, we’re managing a multi-generational workforce with diverse expectations. Success depends on understanding what unites them, what sets them apart, and creating a workplace that speaks to both.

Status quo isn’t an option, not today, and certainly not in the future. The CHRO role is defined by constant change. What sets leaders apart is how they respond. Agility isn’t a skill. It’s a mindset.

Which emerging trends do you think will matter most to HR in five years and why?

AI and automation are no longer on the horizon. They’re at the heart of HR’s future. Over the next five years, they’ll touch nearly every job we know and create roles we haven’t yet imagined. They’ll streamline tasks, unlock new learning opportunities, and, in some cases, replace entire workflows. We’re already seeing breakthroughs in talent acquisition, coaching, and predictive analytics. But as AI takes on more entry-level work, we risk losing key developmental experiences. HR’s job will be to rebuild those foundations in new ways, and fast.

Which AI capabilities, in your opinion, will have the biggest impact on HR five years from now?

AI will transform every corner of HR, but the biggest impact will come from how we choose to use it. Generative AI is already streamlining talent acquisition, including screening resumes, matching candidates, even scheduling interviews. Predictive analytics are helping us forecast turnover, identify high-potential talent, and personalize development. The real opportunity is in building a culture that embraces tech and learns fast. The risk? Moving too quickly without the right guardrails. The value? Smarter decisions, faster hiring, and a workforce that’s ready for what’s next.

As you look ahead, what coming changes are you most excited about, and why, for HR leaders and the workforce?

What excites me most is the shift from HR as a support function to HR as a strategic engine. AI, automation, and predictive insights are giving us the tools to shape the workforce—not just manage it. We’re moving from reactive to proactive, from process-driven to people-powered. The next five years will be about designing work that’s smarter, more inclusive, and deeply human.

That’s actually why at Campbell’s, we renamed the function from ‘Human Resources’ to ‘People and Culture.’ It’s more than a name change—it’s a mindset shift. We’re not just managing headcount; we’re shaping experiences, building capability, and driving culture. In a world where technology is transforming work, the human element matters more than ever. ‘People and Culture’ reflects our commitment to lead with empathy, agility, and purpose.

If you were speaking to a room full of board members, CEOs, and other C-suite leaders, what one thing would you want them to know about the future of HR and why? And what action would you ask them to take?

The future of HR isn’t about policies and processes—it’s about unlocking the potential of our people. HR is becoming the engine of transformation, not just the steward of talent. If you want your strategy to succeed, your people strategy must lead. My ask to every CEO and board member: bring your CHRO into every major decision. Not after the fact. At the start. Because at the end of the day, people don’t just want to do the work—they want to make a lasting impact.