A chief human resources officer (CHRO) is part of both HR and C-suite teams. They influence business decisions related to people management, culture, and compliance. The role calls for a range of skills and capabilities, and a solid grasp on how the business operates.
In this guide, we'll go over what it takes to be a CHRO. We'll look at the required education and skills to become one, and what the journey entails. If you're aspiring to hold this position, read through the rest of the piece or skip to the bottom for the latest CHRO news.
A chief human resources officer is the most senior HR leader in an organization. The role sits in the C‑suite, usually reporting directly to the CEO. A CHRO makes sure that the people strategy links up with the business strategy and wider corporate goals.
Unlike traditional "personnel" leadership, the modern CHRO is an enterprise strategist. They are expected to influence decisions on growth, capability, and culture, not only HR operations. Fellow executives now view the role as a trusted advisor and strategic partner, not just an administrative function.
A chief human resources officer ensures that the organization has the right people, in the right roles, working in the right way. They also help the business navigate shifting regulations, technology, and workforce expectations at scale.
If you aspire to this position, you are aiming to be more than an excellent HR manager. You are positioning yourself as one of the primary architects of how the organization competes and grows.
The CHRO role is broad and demanding, combining strategic foresight with operational discipline. Key responsibility areas usually include:
Let's go over these areas in a bit more detail:
This involves shaping workforce and capability plans aligned to business goals. An area of the CHRO's work is to anticipate skills gaps created by growth, automation, or regulation. This has become increasingly important with the rise of AI and other similar tools.
This is all about overseeing recruitment, employer branding, and internal mobility. The CHRO has a hand in ensuring a structured onboarding process, especially for executives and critical roles. Designing performance, succession, and career frameworks is also part of the CHRO's responsibilities.
Under this strand of work, a chief human resources officer defines compensation philosophy and reward structures. They monitor pay equity across regions and align incentives with business outcomes.
An organization's CHRO helps clarify the desired culture and leadership behaviors with the executive team. They champion equity, inclusion, and belonging in policy and practice. They review engagement and sentiment data to address systemic issues early.
This is a core part of the role. A CHRO oversees policies, investigations, and complex employee relations matters. They also shape a consistent, top-quality employee experience from onboarding to offboarding.
This is where a CHRO's familiarity with employment law comes in. A key responsibility is making sure the organization is compliant with labor, privacy, and workplace regulations. Solid partnerships with legal, compliance, and audit teams make a difference in addressing people-related risks.
A good chief human resources officer has a balance of people and tech skills. They choose the right HCM and HR technology platforms that suit the company best. They use data to inform CEO and board decisions on talent, culture, and productivity.
This aspect of the role is what sets the CHRO apart from any other HR title. In this function, they:
HR chiefs today spend more than half their time in cross‑functional strategy sessions, not traditional HR administration. That shift is what makes this role so influential, demanding, and rewarding.
There is no single degree that guarantees you a CHRO role, but your educational background still matters. Most CHROs combine formal education, professional credentials, and extensive experience.
According to the Understanding the Path to CHRO report, those who majored in these courses made the strongest impact as CHROs:
The same report found that political science majors make for good CHROs due to their ability to:
At senior levels, many CHROs hold advanced degrees. Most CHROs have at least a bachelor's degree, and many hold a master's degree or MBA.
Professional designations and certifications can also play a significant role. These may include:
Many CHROs have broadened their careers through roles in finance, operations, sales, or general management, on top of prior HR experience.
If you're an aspiring chief human resources officer with a background outside HR or psychology, take heart. You can still be on the path to chief HR officer if you have the right skills and competencies. Consider Rob Stone as inspiration: he was a former basketball player with the Melbourne Tigers, now CHRO.
Based on the age profile in Understanding the Path to CHRO, it often takes around 25 to 30 years of career experience to reach CHRO level. The report examined these factors as part of the journey towards reaching CHRO status:
Its data show that CHROs are typically very senior leaders. Forty-three percent are aged 50 to 59, the highest percentage among the different age groups.
You'll need a combination of breadth, depth, credibility, and visibility on the path to becoming chief human resources officer. Thinking in stages can help you take intentional steps towards this goal.
Early in your career, focus on broad exposure. Rotate through roles such as:
Having a foundation of HR expertise is essential. According to the Josh Bersin report, nine out of 10 CHROs have previous experience in HR. Those who assume the role with no HR background often become overwhelmed.
If your education and experience are in fields other than human resources, explore more junior HR functions first before aiming for the CHRO role.
As you move into mid‑career, actively seek roles that connect you to business decisions. That might include:
You should be comfortable reading financial statements, participating in budget reviews, and discussing trade‑offs with finance and operations leaders. Present-day chief human resources officers should be able to quantify culture and talent decisions in business terms.
Technical HR knowledge will not be enough at the top. You need to be seen as a leader others can follow, especially in ambiguity. Invest in:
Leadership, problem‑solving, and emotional intelligence are essential CHRO competencies.
Digital proficiency and data literacy are now non‑negotiable. Across your career, look for opportunities to:
Make sure that data literacy and AI-related knowledge are now part of your skillset.
Senior HR leaders are expected to stay ahead of shifts in regulation, technology, and workforce expectations. You should maintain a development plan that includes:
Keep learning and upskilling to stay up to date on developments. Sign up for courses, join peer learning sessions, and subscribe to magazines and journals to support your learning goals. Read and bookmark HRD's employment law section to stay updated on labor laws in your area.
Many CHRO appointments are influenced by reputation and relationships as much as formal applications. To prepare, you should:
Keep these tips in mind when going for the chief human resources officer role someday. If you're looking for someone to model your career after, take a look at our Global 100 list - top HR executives and leaders in the world.
There's no question – becoming a chief human resources officer is challenging. You'll need the right education, experience (in HR and across a breadth of functions in operations) and competencies to reach the top.
Start now. Use this piece as your guide towards becoming the highest-ranking HR officer at your organization.
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