Succession in HR Leadership

Succession planning in HR is often overlooked—ironically, by the very function responsible for driving it across the business. Yet ensuring continuity in HR leadership is critical to maintaining strategic momentum, culture stewardship, and workforce capability.

Why HR Succession Planning Matters

When a CHRO leaves abruptly or when key HR leadership roles are vacated without ready successors, the impact on the business can be significant:

• Delayed or derailed transformation efforts
• Inconsistent leadership behaviors across the organization
• Loss of strategic influence at the executive level
• Talent and change programs losing traction

Layers of Succession: Not Just the CHRO

Succession shouldn’t be limited to the top job. High-performing organizations identify successors at multiple levels:

• CHRO and CPO roles
• HR business partners and functional heads (e.g., Talent, Total Rewards)
• Emerging HR leaders with cross-functional experience

Building a succession pipeline means cultivating readiness across a spectrum of roles, not just filling a seat.

Identifying and Developing Internal Talent

Use a structured process to evaluate internal HR talent:

• Assess capability, potential, and performance over time
• Track leadership experiences (e.g. change, crisis, cross-border)
• Use simulations and scenario planning for stretch assessments
• Provide targeted development: coaching, mentoring, rotations

Balancing Internal and External Bench

While internal readiness is ideal, external scanning is also essential. Organizations often:

• Maintain external benchmark profiles for key roles
• Build executive search partnerships proactively
• Include external candidates in leadership simulations to test fit

The goal is optionality: being able to choose from a diverse, qualified slate, whether internal or external, when the need arises.

Building a Culture of Leadership Continuity

Succession is not a once-a-year exercise—it’s a mindset. Encourage:

• Leadership visibility: Let future HR leaders represent the function
• Deliberate development: Align projects and roles with succession paths
• Board involvement: Ensure the board sees HR succession as strategic

Succession in HR is more than a safety net—it’s a growth strategy. It allows the function to evolve without disruption, strengthens strategic execution, and ensures that HR remains a trusted enabler of organizational success, even during transitions.