What would you do? Exec doesn't have time for HR paperwork

Periodically, we ask three managers how they’d handle a difficult situation at work. Today’s problem: A C-level exec thinks crucial HR documentation isn’t worth his time.
The Scenario
“Stop right there!” said HR manager Stu Capper, jogging to catch up with CFO Dave Sucharski.
Dave stood outside a noisy conference room, hacking away on his BlackBerry.
“Stu, I’ve got another meeting,” he said, never taking his eyes off the phone. “Let’s catch up this afternoon?”
Stu slowly slid his hand in front of the BlackBerry’s screen. Dave looked up, annoyed. “That’s what you told me yesterday,” said Stu. “And last week.”
HR’s not a priority
Dave glanced at his watch and stepped away from the conference room door. “OK, I have one minute. What’s on your mind?”
“You know why I’m here,” said Stu. After a moment of silence, Stu raised his eyebrows. “The performance evaluations you owe me that I keep bugging you about?”
“Haven’t touched ‘em,” said Dave. “We’re in the middle of crunching the budget. You know how important that is. Can’t the evaluations wait ’til the end of the week?”
“They need to be done today – I’ll stay late if I have to,” said Stu. “I know you’re busy, but you need to make some time for HR.
“I’m worried you’re setting a bad example,” Stu continued. “You and your people frequently miss training sessions, and it shows. If you’d been at that FMLA seminar we had in September, you probably wouldn’t have fudged that leave request last month, for example.”
Dave did the performance evaluations, but his lack of attention to HR issues continued.
If you were Stu, what would you do next?
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What your peers had to say
A VP of HR in Wisconsin
What she’d do: I’d send Dave an e-mail reviewing what we’d discussed about getting evaluations in on time and attending training sessions, and I’d copy the CEO on it.
Reason: This isn’t a new problem, so we’re past the point where I can keep going to Dave. The next step, then, is making the CEO aware there’s a problem without getting him directly involved.
Not involving the CEO directly shows Dave I’m giving him another chance to make things better, but letting the CEO know what’s up should alert Dave that he’s on thin ice.
An  HR/ operations manager in California
What he’d do: Even though it’s more work for me, I’d continue to reinforce to Dave the importance of giving HR the time of day. Second, I’d make an effort to give him what he needs from HR on time — training budgets, etc. — in the hope that he might reciprocate with what he owes to us.
Reason: We’re not going to fire the CFO because he turned in his evaluations late, but something needs to give.
This dual approach of telling him what he needs to do and showing him how it’s done should get the message across to him.