Why CHRO Succession Planning Is Falling Short — And How We Can Build Stronger HR Leaders from Within

In an era defined by transformation, where businesses are being asked to be more human, more agile, and more digital — it’s ironic that the people function itself is lagging behind in one key area: succession planning.

Take a look at recent trends and you’ll see a troubling pattern. In 2025 alone, nearly 3 out of 4 CHROs at top organizations were hired externally. That number is more than just a statistic — it’s a symptom of a deeper, structural issue in how we’re preparing HR leaders for the future. If HR is supposed to be the driver of long-term talent planning across the enterprise, why is it failing to plan for its own?

The Case for Internal CHRO Development: Why It Matters More Than Ever

Hiring externally isn’t inherently bad — especially when you're bringing in fresh ideas or navigating major transformation. But when the overwhelming majority of CHRO roles are filled this way, it signals a lack of bench strength within the function itself.

That’s a red flag.

The CHRO is no longer just the “people person.” Today’s CHRO must be a cross-functional executive, fluent in business strategy, digital transformation, workforce analytics, and change management — all while remaining the cultural heartbeat of the organization. The skillset has evolved dramatically. And internal pipelines haven’t kept up.

The result? Organizations default to looking outside because they don’t see the readiness within. But what if the problem isn’t a lack of internal talent — but a lack of internal investment?

Let’s Talk About the Real Problem: HR Hasn’t Been Allowed to Stretch

In many organizations, HR professionals are pigeonholed into narrow roles that focus heavily on compliance, admin, or reactive support. That kind of structure doesn’t produce future CHROs. It produces tactical doers, not strategic leaders.

And let’s be honest — it’s not for lack of ambition. Many HR professionals are hungry to grow. They’re eager to take on more responsibility, partner with the business, and lead cross-functional work. But they’re not always given the exposure, mentorship, or stretch assignments that help them build the competencies needed for the C-suite.

That’s the gap. And it’s one we can close.

4 Ways to Build a CHRO Bench That’s Ready for the Future

If we’re serious about fixing succession planning in HR, we need to go beyond buzzwords and build real structures that allow talent to rise. Here’s what that looks like:

1. Reimagine Career Paths in HR

Too often, HR career ladders go up but not across. We need to build career lattices that allow for lateral movement into workforce planning, operations, business strategy, and analytics. This helps HR talent see the full business — and prepare to lead it.

2. Introduce Rotational Leadership Programs

What makes the best CHROs stand out? They understand the business end-to-end. Consider short-term secondments in sales, supply chain, or finance — not as a “nice to have” but as a key development step for top HR talent.

3. Make Data Fluency Mandatory

Today’s CHRO needs to be as comfortable in a Visier or PowerBI dashboard as they are in a coaching conversation. Investing in data capability — from training to real analytics work — is essential.

4. Build Intentional Mentorship and Sponsorship Pipelines

High-potential HR leaders shouldn’t be left to sink or swim. Senior HR execs must sponsor the next generation and create space for them to lead initiatives, represent the function, and sit at the table — even before they’re "ready."

A Human-Centered Call to Action: Let’s Stop Undervaluing Our Own Talent

At its core, this isn’t just a process problem. It’s a mindset shift. If HR wants a seat at the table, it must also do what it tells other departments to do: identify and invest in future leaders early. Create visibility. Build confidence. And trust that with the right development, internal talent can rise.

Succession planning isn’t just about filling a seat. It’s about continuity, culture, and credibility. When we promote from within, we send a powerful message: we believe in our people. We walk the talk. We don’t just manage talent — we build it.

And in a time where trust, authenticity, and long-term thinking matter more than ever — that message might be exactly what your organization needs.