The Most Difficult Job in the C-Suite
The Most Difficult Job in the C-Suite
One of the most difficult jobs, and likely one of the least appreciated in the C-suite, is the role of the Chief Human Resource Officer (CHRO), also known as the Chief People Officer (CPO).
CEOs and other executive leaders don’t always place this role at the top of their priority list, typically focusing C-suite investment into revenue-driving roles that are easier to measure with tracked ROI. But given the bird’s-eye view executive recruiters have into companies, we see what creates and kills culture and what a great CHRO can have on business growth, talent pipeline, talent retention, leadership development, and so much more.
To be honest, though, I see far more mediocre CHROs than I see outstanding ones. So many in this leadership position have advanced to the C-suite by getting promoted by CEOs who have never seen the difference between good and great in this role. Others have grown into the role as early hires at startups, scaling with the business without a true understanding of what excellence in this position can be. Sadly, too many executives still see HR as an administrative function rather than a strategic driver of business growth.
Hiring an outstanding CHRO will bring your company the following:
Leadership Development & Succession Planning: The best CHROs don’t just manage HR operations; they identify and groom future leaders, ensuring the company doesn’t stall when a key executive leaves.
Culture as a Competitive Advantage: Culture doesn’t happen by accident—it’s intentionally built and reinforced. A great CHRO architects this, while a mediocre one lets it decay.
Talent Acquisition, Retention, and Performance: The cost of losing top talent is exponential. A great CHRO builds an environment where A+ players thrive in their careers and stay, rather than quietly quitting or moving on to a competitor. A great CHRO knows how to attract the best talent and runs a recruiting process that is metric-driven and can scale with your company.
Here’s what sets the best apart:
They are strategic business partners, not just HR leaders. A great CHRO isn’t just running payroll and benefits—they’re sitting at the table influencing business decisions. They use data and technology to drive talent strategy, workforce planning, and organizational design.
They push back and influence. The best CHROs (and executive leaders) challenge the CEO and leadership team when necessary. They know how to strategically ask questions that make everyone unite around decision-making. They know how to influence without being dominating and lead with confidence, not ego, earning the respect that allows for growth and culture to work hand in hand.
They think like a CEO. A great CHRO understands revenue models, market dynamics, and competitive advantages just as well as the rest of the executive team. They know talent isn’t a cost center—it is the singular most important thing to a company’s success.
Unfortunately, the CHRO position is typically the last seat filled at the executive table, or it is filled with a leader who is focused more on compliance or the softer side of people management. But smart CEOs should be asking themselves if their current people leader is really driving impact or if they are just filling a seat and being tactical in their day-to-day operations.
If you want to see impact from your CHRO, here’s what to look for:
An understanding of business strategy at the deepest level. If they don’t speak the language of growth, markets, and financials, they won’t be able to build a talent strategy that aligns with the company’s goals.
Experience with transformation. Companies are continuously faced with challenges. It is important for you to interview deeply when hiring a CHRO to understand how they managed through challenging times, how they influenced change, and how they personally managed when faced with internal or external forces.
They should have a strong point of view. A great CHRO is a CEO whisperer. They bring their own expertise to the table and have earned the deepest respect of the CEO, who will always lean on them for critical business decisions and discussions.
The difference between a good and a great CHRO is the difference between a company that treads water and one that scales successfully. Talent is everything, and an outstanding CHRO can be one of the greatest weapons inside of an organization.
Talent + Tech
A weekly roundup of smart ways leaders use tech to scale and drive efficiencies.
WHAT TO READ:
How Generative AI Will Transform HR
Generative AI has the opportunity to completely move the HR function from transactional and operational to highly strategic.
If your CHRO is not working to assemble a plan for AI to be leveraged cross-organizationally for talent development, recruitment, employee engagement programs, and more, you may need to rethink your leadership.
WHO TO FOLLOW:
Laszlo Bock, former CHRO at Google, founder of Humu, and an expert in data-driven people strategy.
HOW TO RECRUIT:
A strong CHRO should be able to connect HR with finance and operations, ensuring that hiring, retention, and leadership development align with long-term growth objectives. Evaluate whether they have led digital transformation initiatives, navigated talent shortages through proactive reskilling programs, or built data-driven talent strategies that improve business outcomes. The right CHRO won’t just adopt new technology—they’ll create a roadmap for how HR drives innovation and competitive advantage.