Summary: Research from The Josh Bersin Company finds that CHROs are expected to drive rapid transformation whilst stewarding lasting culture, but daily responsibilities make these expectations near-impossible to meet. Facing mounting pressure, 86% of CHROs describe the shift in their role as ‘significant’ or ‘dramatic’. To overcome this, leading organisations are elevating CHRO authority, institutionalising succession planning and creating pathways to board and CEO roles.
Following a long-overdue change from ‘personnel’ management to the more strategic approach of ‘human resources’, the HR professional has only had the option of becoming a Chief Human Resources Officer (CHRO) for about 20 years.
As we enter a year that is sure to be marked by extensive AI-driven work redesign and job role change, it’s a role that has never been more critical or complex. As a result, a series of painful contradictions (what we term ‘paradoxes’) has emerged, showing how problematic delivering CHRO results against C-Suite expectations is becoming. And, one way or another, they’ll need to be resolved.
CHROs in 2026: key findings
As organisations face relentless technological disruption, shifting workforce expectations, and the rise of AI, CHROs are called upon to be both architects of rapid transformation and stewards of lasting culture. Yet they face multiple challenges in their day-to-day responsibilities that make balancing the two expectations feel almost impossible.
These recent findings have surfaced from extensive research conducted by The Josh Bersin Company, based on data from over 25,000 CHRO profiles from Findem, as well as a survey of nearly 200 CHROs and a series of in-depth face-to-face interviews.
A portrait emerged of a role under pressure, with demands far outpacing current capabilities.
The role is changing, with 86% of 200 respondents describing the shift as ‘significant’ or ‘dramatic’. Nearly half (49%) say their responsibilities now include coaching other C-suite executives and leading transformational change. Meanwhile, 37% see their role evolving from managing a back-office function to that of an executive business leader.
Despite all this, they’re having to learn on the job, and quickly. The average CHRO time in position has declined from 6 to 4.8 years, while 70% of today’s CHROs are in the role for the first time.
This is part of what we’ve described as ‘The Transformation Paradox’ – being expected to spearhead large-scale change whilst many don’t remain in-role long enough to see that change all the way through.
On the plus side, the role’s status is improving:
- 6 in 10 CHROs view themselves as on par with the CIO or CFO
- Another 2 in 10 are part of the C-suite
- Only 7% lead HR without having executive status
But a separate study of ours found that only 12% of CHROs are among the top 5 highest-paid executives in their organisations.
Why is all this happening?
The simple answer is that the CHRO role is significant and universal. Respondents say the words that best describe their work today – ’strategic,’ ‘partner,’ ‘architect,’ ‘challenging,’ and ‘transformational’ – underscore how far the role has moved beyond HR administration and into the heart of business strategy and organisational change.
Yet this has happened so fast that not many businesses have fully matched expectations with the tools to deliver consistently. And even with a seat at the table and an expanded portfolio, CHROs frequently report needing to work harder than other executives to secure buy-in for people strategies, transformation initiatives and culture investments.
When CHROs successfully link talent, culture, and business outcomes, they become indispensable leaders, driving enterprise growth and resilience. But when CHROs don’t clearly demonstrate their impact or lack the authority to drive change, HR risks being sidelined around critical decisions. And investments in people and culture may also be deprioritised.
How can organisations address this mounting pressure for CHROs?
The good news is that our research also highlighted promising ideas on what leading organisations are doing to fix these issues.
Our data shows that some firms are already:
- Elevating the CHRO as a true business partner, aligning compensation, authority, and reporting lines with other C-suite roles.
- Institutionalising succession planning and sponsorship programmes to ensure a diverse, future-ready HR leadership pipeline.
- Intentionally setting up career pathways to move into board, CEO, or broader executive roles – work that really ought to include governance training and enterprise assignment.
How can current and aspiring CHROs tackle the challenge?
CHROs also play a part in shaping the role and moving the company forward.
If you’re already a CHRO:
- Proactively seek enterprise-wide assignments and board exposure to broaden your influence beyond HR.
- Use data and business metrics to clearly demonstrate the impact people strategy has on business results.
- Invest in building relationships with C-suite peers and mentors outside of HR.
For HRZone readers who want to become a CHRO:
- Pursue cross-functional rotations in strategy, finance, operations, or commercial roles to build credible business acumen.
- Invest in building relationships with C-suite peers and mentors outside of HR.
- Develop a portfolio of experiences (global, digital, and transformational) that sets you apart as a potential future enterprise leader.
The bottom line here is that although many CHROs aspire to move into CEO, board, or advisory positions, the majority remain within HR, revealing a persistent gap between ambition and opportunity.
That has resulted in paradoxes that can only be resolved through development, sponsorship, and enterprise integration moves from the top. But also some dedication and smart moves from you, too.
Key takeaways:
If you’re supporting or working with CHROs, these research findings offer valuable perspective on the pressures they face:
- The role demands transformation, but tenure rarely allows for it. CHROs are expected to lead large-scale change, yet 70% are first-timers with average tenure of just 4.8 years. How can your organisation provide the onboarding, development and continuity needed to see transformation through?
- Status has improved, but compensation hasn’t kept pace. Whilst 60% of CHROs view themselves as equal to CIOs or CFOs, only 12% rank among their organisation’s top five highest-paid executives. Does your CHRO’s compensation and authority reflect their expanding strategic responsibilities?
- Enterprise-ready pipelines need intentional design. Leading organisations are building succession planning and creating pathways for CHROs to move into board, CEO or broader executive roles. Consider how governance training and enterprise assignments could strengthen your leadership pipeline.
- Impact needs to be visible and measurable. When CHROs connect talent, culture and business outcomes through data and clear metrics, they become drivers of growth and resilience. Without this visibility, people strategies risk being deprioritised when decisions are made.
Kathi Enderes is Senior Vice President, Research, and Global Industry Analyst at The Josh Bersin Company, which provides a wide range of research and advisory services to help HR leaders and professionals tackle the ever-evolving challenges and needs of today’s workforce.
