CHROs Play Critical Role in CEO Succession Planning, Report Finds

A new report by the HR Policy Association and University of South Carolina's Center for Executive Succession finds that Chief Human Resource Officers (CHROs) play a more critical role than CEOs in CEO succession planning. Stronger CHRO involvement correlates with better outcomes, and boards with solid succession practices report higher CHRO engagement. Trust is essential for CHROs to lead a successful process. CHROs must exhibit business fluency, objectivity, discretion, and be able to handle power dynamics and high-pressure timelines.

A new report by the HR Policy Association and the University of South Carolina's Center for Executive Succession highlights the pivotal role of Chief Human Resource Officers (CHROs) in CEO succession planning. The study, based on in-depth interviews with board directors, investors, and succession experts, reveals that CHROs often play a more critical role than CEOs in this process. Stronger CHRO involvement correlates with better outcomes, and boards with solid succession practices report higher CHRO engagement [1].

The report outlines 10 common challenges boards face in CEO succession and how CHROs can help avoid or resolve them. Trust is a key factor, as a CHRO cannot effectively lead the succession process without the trust of the board, CEO, and executive team. When trusted, CHROs can lead a disciplined, future-focused process that ensures alignment, minimizes disruption, and builds confidence in the incoming leader [2].

One of the most persistent obstacles to effective succession planning is resistance from the incumbent CEO. A trusted CHRO can diffuse this tension by positioning succession planning as an act of leadership, not an exit plan. By keeping communication open and depersonalizing the work through rigorous, data-driven planning, CHROs can help the CEO feel secure and supported [2].

Another challenge is the risks of reactive succession, where boards start planning too late. This often leads to underdeveloped successors, reduced internal options, and greater reliance on external hires. CHROs can help boards avoid this trap by driving a proactive, ongoing approach grounded in talent insight, development timelines, and future business needs. This means embedding succession into the leadership system, not just sounding the alarm [2].

The report emphasizes that CHROs must exhibit business fluency, objectivity, discretion, and be able to handle power dynamics and high-pressure timelines. When these qualities are present, CHROs can lead a successful succession process that aligns with the organization's future strategic priorities and builds confidence in leadership continuity.

In conclusion, the report underscores the importance of CHROs in CEO succession planning. Boards that prioritize succession and engage their CHROs are more likely to have successful transitions and maintain organizational confidence.

References:
[1] https://www.linkedin.com/posts/richfloersch_ceo-succession-10-pitfalls-boards-must-avoid-activity-7348725497641476096-DVJC
[2] https://corpgov.law.harvard.edu/2025/07/09/ceo-succession-10-pitfalls-boards-must-avoid-and-the-chro-practices-that-help/