Recent studies by Heidrick & Struggles, Deloitte, and Spencer Stuart point to a significant shift in the capabilities CEOs expect from their CHROs, raising questions about whether traditional HR career paths and succession practices are keeping pace.
CEO expectations are changing: The CHRO role is expanding beyond traditional HR leadership to encompass enterprise strategy, organizational transformation, AI and technology, and business performance.
An October 2026 study by Heidrick & Struggles, based in part on an analysis of 2,716 CHRO searches, found that the number of skills CEOs seek in CHRO candidates increased from approximately 8.6 in 2016 to 13 in 2026.
The study also found that
-
45% of Fortune 1000 CEOs have tasked their CHROs with leading AI transformation.
-
29% of CHROs now have responsibilities beyond HR, up from 13% in 2022.
-
Just 25% of CHROs meet Heidrick’s definition of an enterprise CHRO, combining HR operational effectiveness, strategic workforce capabilities and CEO alignment.
A widening gap in leadership capabilities: Earlier studies, notably one by Deloitte found that CHRO skill requirements had increased 23% over five years, the largest increase among all C-suite roles examined.
Spencer Stuart’s research published in March of this year backs that finding.
The research points to growing demand for commercial acumen, strategic thinking, technological fluency, and broader enterprise leadership experience. If the current CHRO development and succession pipelines do not adequately prepare leaders for these expanded expectations, then companies may need to reassess how HR leaders are developed, evaluated, and positioned within the enterprise.
A few steps CHROs can take to amplify success:
-
Broaden leadership development and succession planning. CHROs should consider providing high-potential HR leaders with greater exposure to business operations, financial decision-making, technology, and enterprise transformation. Cross-functional assignments and experiences outside HR can help prepare the next generation of CHROs.
-
Reassess the capabilities and measures of success for the CHRO role. As expectations expand, CHROs should work with CEOs and boards to ensure that leadership capabilities, performance measures, and executive relationships reflect enterprise outcomes rather than solely traditional HR activities.
-
Become an enterprise leader and the voice for AI’s impact on the workforce. As AI is woven into every aspect of work, CHROs should solidify ownership of technology-driven transformations: build strong working relationships and guardrails with technology leaders and maintain a strong voice in workforce planning.
