The CHRO’s Expanding Role in CEO Succession

CEO succession is one of the most high-stakes challenges an organization navigates. It shapes culture, strategy, investor confidence, and long-term performance. What has changed in recent years is the centrality of the chief human resources officer (CHRO). The role is no longer a supporting function but rather that of a strategic architect of CEO transitions.

The increasing complexity of business, heightened scrutiny from stakeholders, and the importance of leadership continuity mean boards frequently rely heavily on CHROs to bring objectivity, discipline, and future-focused insight to the process. In many organizations, the CHRO has become indispensable in guiding boards and CEOs through what is often a high-stakes and emotionally charged journey.

Defining the Future: “Succession Toward What?”

One of the most important shifts in modern CEO succession is the move away from replacing an individual and toward defining the future needs of the role. A future-oriented winning profile—the development and stewardship of which increasingly fall under the CHRO—is foundational. It clarifies the strategic, cultural, and leadership expectations for the next CEO, which enables objective assessment and board alignment.

A succession plan without a future-focused profile is just guesswork.

Over recent years, the role of the CHRO has evolved significantly, with a far greater emphasis on building and maintaining a strong, trusted relationship with the board. As organizations navigate increased complexity, transformation, and risk, the CHRO has become a critical partner to the board on people, culture, and leadership. This expanded role increasingly includes working closely alongside the board on CEO succession planning in order to ensure continuity of leadership, alignment with long-term strategy, and confidence in the organization’s future. Now, boards depend on their CHROs to bring:

• A clear understanding of best practices.
• Deep knowledge of internal talent.
• Objectivity in high-pressure moments.

CEO succession cannot be approached as a last-minute exercise, and a CHRO’s expanded role in this process must be earned. Credibility with the board is built over years through strong relationships, business fluency, and consistent delivery. When this foundation is in place, the CHRO becomes one of the board’s most trusted guides on its most consequential decision.

If the CHRO is expected to lead the process, trust must exist between the CHRO and the board.

Navigating the Human Side with the CEO

Succession is both a logical process and an emotional experience, particularly for the incumbent CEO. A critical CHRO contribution is helping CEOs navigate concerns related to legacy, timing, control, and identity while also maintaining alignment with the board. This dual focus helps preserve trust and credibility through a sensitive process with deep personal implications for both the outgoing and incoming CEO.

Managing Internal Candidates and the Senior Team

Transparent, respectful engagement with internal CEO candidates is essential. When a transition becomes a perceived horse race, it fractures senior teams and damages performance. Strong CHRO leadership helps ensure fairness and stability through:

• Clear communication about timelines and process.
• Consistent expectations and access to information.
• Thoughtful support for leaders who are not selected.

A well-managed process strengthens leadership capability; a poorly managed one weakens culture.

If it feels like a horse race, the process is not well managed.

Senior team stability is equally critical. The CHRO must anticipate emotional reactions, minimize distraction, and retain critical talent, particularly in the year before and after the CEO transition.

Succession Is Not an Event—It’s a Process

CEO succession never truly starts or ends. Strong organizations operate with an evergreen approach that continuously assesses talent, builds experience, and monitors readiness long before any transition announcement. Once the new CEO is selected, the work intensifies rather than concludes.

Key components include:

• Onboarding: intentionally crafted assimilation plans.
• Offboarding: dignified, structured transitions for outgoing CEOs.
• Team alignment: resetting expectations and supporting cultural continuity.

A poorly managed transition can undermine even the strongest CEO selection.

CEO succession planning should be ongoing and never left to the last minute.

Great CEO Successions Have Empowered CHROs Behind Them

Today’s CHROs play an indispensable role as strategic architects, board advisors, CEO confidants, talent stewards, and cultural stabilizers. Yet even the most experienced CHROs recognize the value of not navigating this complexity alone.

Why Organizations Turn to RHR

Experienced CHROs often rely on an expert external partner to help manage complex board dynamics, internal politics, and leadership assessment. RHR supports CEO successions with:

• Deep expertise in C-suite assessment.
• Objective evaluation of internal and external candidates.
• Facilitation of board alignment and governance.
• Executive team integration and transition support.
• Advisory services for incoming and outgoing CEOs.

RHR helps boards and CHROs make grounded, future-focused decisions and execute transitions that strengthen performance, protect culture, and reinforce market confidence. Watch the webinar for additional information and contact RHR at hello@rhrinternational.com to begin a conversation about the role of the CHRO in CEO succession.

Insights presented here are drawn from RHR’s “Guiding the Company’s Future: CEO Succession” webinar. To discuss the CHRO’s expanding role in succession, RHR Senior Partner and Head of Board and CEO Services Deb Rubin convened three seasoned executives: Tim Richmond, former executive vice president and CHRO at AbbVie; Melanie Burns, senior executive vice president and CHRO at TD Bank; and Jeffrey J. Hurd, chief operating officer of Equitable Holdings. This article draws insights from the webinar.