首席人力资源官趋势：财富200强CHRO和CPO更替与领导力画像+CHRO+Trends

CHRO

Trends

2025

Insightsfromthe

Fortune200Chief

HumanResources

OfficerandChief

PeopleOfficer

changes.

Author:

ZacUpchurch

ChiefOperatingOfficer

TalentStrategyGroup

CHROTrends2025

TheTalentStrategyGroup

CHROTRENDS2025/PAGE2

CHROTrends

ReadpreviousCHROTrendReports:

•

2024CHROTrends

•

2023CHROTrends

•

2022CHROTrends

•

2021CHROTrends

•

2020CHROTrends

•

2019CHROTrends

•

2018CHROTrends

WelcometotheeightheditionofthisChiefHumanResourcesOfficer(CHRO)andChiefPeopleOfficer(CPO)TrendsReport,providingaviewintotheevolvinglandscapeofHumanResourcesleadershipacrosstheFortune200companies.Thisyear’sreportidentifiessevenkeytrendsshapingtheroleandintroducesthenewlyappointed2024Fortune200CHROsandCPOs.

KeyFindingsInclude:

•CHRO/CPOTurnoverRisesSharply:In2024,30newCHROs/CPOswereappointed–representinga15.5%turnoverrateanda36%

increaseinturnoveryearoveryear.Collectively,these30leadersoverseemorethan2millionemployeesand$1.5trillioninannualrevenue.

•InternalSuccessionDeclines:Only53%of2024appointeeswerepromotedfromwithin,downfrom73%in2023–markinga27%declineininternalCHRO/CPOsuccession.

•FemaleAppointmentsHitRecordHigh:FemaleCHROs/CPOsrep-resented80%ofnewappointments,thehighestproportionsincethereport’s2017inception.

•CEOTransitionsDriveCHRO/CPOChange:WhenaCEOtransitionoccurred,CHRO/CPOturnoverfollowedin52%ofcases–tripling

thelikelihoodofHRleadershipchangewithin12months.

Iwishtothankthereportcontributors,andIlookforwardtoworkingwiththeseChiefHumanResourcesOfficersandChiefPeopleOfficerstoadvancethefieldofHumanResourcesin2025andbeyond.

ZacUpchurch

ChiefOperatingOfficerTalentStrategyGroup

TheTalentStrategyGroup

CHROTrends2025

TheTrends

CHROTRENDS2025/PAGE3

1.

CHRO/CPOTURNOVERINCREASES36%

TurnoveramongFortune200ChiefHumanResourcesOfficers(CHROs)andChiefPeopleOfficers(CPOs)

rosesignificantlyin2024,with30companiesappointingnewheadsofHumanResources(HR)–representinganannualturnoverrateof15.5%.

Fortune200CHRO/CPOAppointmentsbyYear

40

30

20

10

0

2024

2017

2018

2019

2020

2021

2022

2023

Afterasteadydeclinesince2021,CHRO/CPOturnoverreboundedsharplyin2024–rising36%yearoveryear.Thatmomentumhascontinuedinto2025,withatleast22newCHRO/CPOappointmentsinthefirsthalfof

theyearalone.

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2024CHRO/CPOTurnoverRatebyFortuneRanking

25%

20%

15%

10%

5%

0%FORTUNE1-50FORTUNE51-100FORTUNE101-150FORTUNE151-200

Distributionof2024CHRO/CPOTurnoverbyFortuneRanking

TurnoverwasmostsignificantamongFortune151-200companies,whichsawa24%CHRO/CPOturnoverrate–accountingfor40%ofallFortune200HRleadershipchangesin2024.Incontrast,Fortune1-50com-paniesexperiencedthegreateststability,withjusta6%turnoverrate,representingonly10%oftotal2024transitions.

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2.

INTERNALCHRO/CPOSUCCESSIONDECLINES27%

79%

ofthe2024externallyappointedCHROs/CPOs

previouslyservedasaCHRO/

CPO

53%

of2024CHRO/CPO

appointmentswerevia

internalsuccesion

In2024,53%ofCHRO/CPOappointmentswereinternalsuccessions.Oftheexternalhires,79%hadpriorCHRO/CPOexperience–highlightingthepremiumplacedonprovenCHRO/CPOleadershipwhenhiringexternally.AmongsittingCHROs/CPOswhotransitionedtonewcompanies,82%movedtoorganizationsrankedhigherintheFortune200,indicatingastrongpreferenceforupwardmobilityinCHRO/CPOcareermoves.

RateofInternalCHRO/CPOSuccessionbyYear

80

60

40

20

0

2019

2017

2018

2020

2021

2022

2023

2024

TheinternalsuccessionrateforCHRO/CPOrolesdroppedto53%in2024–asharpdeclinefrom73%in2023–markingareversaloftheupwardtrendininternalappointmentsseensince2021.

60%

ofallFortune200CHROs/CPOsappointedvia

internalsuccesion

58%

averageannualrateofCHRO/

CPOappointmentsvia

internalsuccesionsince2017

The53%internalsuccessionratein2024alsofallsbelowthehistoricalaverageof58%sincethisreport’s2017inception–andbelowtheoverallshareofsittingFortune200CHROs/CPOswhowereinternallypromoted.

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3.

FEMALECHRO/CPOAPPOINTMENTSINCREASE25%

69%

ofallFortune200CHROs/CPOs

arefemale

80%

of2024CHRO/CPO

appointmentswerefemale

FemalerepresentationintheCHRO/CPOrolecontinuestodominate,withfemalesaccountingfor80%ofall2024appointments–thehighestannualratesincethisreportbeganin2017.Overall,69%ofsittingFortune200CHROs/CPOsarefemale,afigurethathasremainedlargelyconsistentinrecentyears.

The80%femaleappointmentratein2024reflectsacontinuedshifttowardselectingfemalesfortheCHRO/CPOrole–regardlessofpredecessorgender.WhentheoutgoingCHRO/CPOin2024wasmale,83%ofsuc-cessorswerefemale;whenthepredecessorwasfemale,75%ofsuccessorswerealsofemale.

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4.

HRANDBUSINESSEXPERIENCEPRIORTOCHRO/CPOAPPOINTMENTMOSTLYUNCHANGED

In2024,93%ofnewlyappointedCHROs/CPOshadpriorexperienceinHumanResources–aslightincreasefrom91%in2023.AmongthefewwithoutHRbackgrounds,allwereinternalsuccessorstransitioningfromLegalroles.AcrossthebroaderFortune200,90%ofsittingCHROs/CPOsheldHRexperiencepriortotheirappointment,reinforcingthefunction’spreferencefordomainexpertiseinthetopHRrole.

46%

ofallFortune200CHROs/CPOs

haveexperienceoutsideof

HumanResources

47%

of2024appointedCHROs/CPOs

haveexperienceoutsideof

HumanResources

Incontrast,experienceoutsideofHRislesscriticalforreachingtheCHRO/CPOrole.Among2024appoin-tees,47%hadheldrolesoutsidetheHRfunction–closelyalignedwiththebroaderFortune200figureof

46%.OfthosewithexperienceoutsideofHR,93%heldsubstantivemid-tolate-careerrolesspanningLegal,Finance,orGeneralManagementwithP&Lresponsibility.

2:1

HRBP:COERatioof

2024CHRO/CPOappointment

TheHumanResourcesBusinessPartner(HRBP)pathremainsthemostcommonroutetotheCHRO/CPOrole.In2024,foreverytwoCHRO/CPOappointmentscomingfromHRBProles,onecamefromaCOEbackgroundsuchasTalentManagement,HRStrategy,orTotalRewards.

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5.

CEOTURNOVERINCREASESCHRO/CPOTURNOVERBYOVER3X

CHRO/CPOChangesBasedon2024Fortune200CEOAppointments

CHRO/CPOturnovertypicallycloselytracksCEOtransitions.Within12monthsofaCEOchange,52%ofCHROs/CPOsturnover–morelikelytoexitthantoremain.Among2024Fortune200CEOappointments,20%replacedtheirCHRO/CPOaftertheirpromotionwasannouncedbutbeforeofficiallytakingtherole,andanother32%changedtheirCHRO/CPOwithintheirfirstyear.Only48%ofCHROs/CPOsremaininrolebeyond12monthsofaCEOtransition,makingCHRO/CPOturnovermorethanthreetimeshigher

thantypicalannualratesduringperiodsofCEOchange.

6.

CHRO/CPOTRANSITIONSOCCURINMOSTLYUNDERPERFORMINGCOMPANIES

41%

of2024CHRO/CPO

appointmentcompanieshada

declining2023stockprice

89%

underperformedtheS&P500in2023

of2024CHRO/CPOsappointmentcompanies

Most2024CHRO/CPOappointmentsoccurredamidperiodsofcompanyunderperformance.Amongthe27publiclytradedcompanieswithaCHRO/CPOtransitionin2024,41%sawstockpricedeclinesin2023,whileanother48%postedgainsthatlaggedtheS&P500’s23.1%increase.Only11%ofcompaniesoutper-formedtheS&P500benchmarkin2023.Thetrendbecomesstarkeroveralongertimehorizon.Fromthestartof2023tothebeginningof2025,48%ofthesecompaniesexperiencedstockpricedeclines,andjust7.4%outpacedtheS&P500’s53.2%gain–suggestingCHRO/CPOtransitionsoftencoincidewithbroadercompanyperformancechallenges.

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7.

CHROs/CPOsAREHIGHLYEDUCATEDBUTNOTVERYGLOBAL

AllCHROs/CPOsappointedin2024holdundergraduatedegreeswithPsychology,PoliticalScience,andEconomicsemergingasthemostcommonfieldsofstudy.ThismirrorsthebroaderFortune200where99%ofCHROs/CPOsholdundergraduatedegrees.Additionally,73%of2024appointeeshaveatleastonead-vanceddegree,closelymirroringthe70%rateacrossallFortune200CHROs/CPOs.

23%

appointmentshaveglobal

experience

of2024CHRO/CPO

25%

ofallFortune200CHROs/CPOshaveglobalexperience

Globalexperienceamong2024CHRO/CPOappointeesdeclinedto23%,downfrom38%in2023.WhenaCHRO/CPOhasglobalexperience,thenatureofthatexperiencevariedsignificantly–rangingfromshort-term,early-careerrotationstoextensive,multi-countryassignments.Notableexamplesofgloballydiverseappointeesinclude:

•MuzzamilKhiderAhmed,ChiefPeopleandCultureOfficeratBakerHughes,withexperienceintheUnitedStates,UnitedArabEmirates,Colombia,Ecuador,andEgypt.

•JojiSekhonGill,ChiefHumanResourcesOfficeratAppliedMaterials,withexperienceintheUnitedStates,Singapore,India,andvariousregionsinEurope.

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2024NewlyAppointedFortune200CHROs/CPOs

CompanyName

CHRO/CPO

Title

CVSHealth

HeidiCapozzi

EVP,ChiefPeopleOfficer

WalgreensBootAllianceJohnson&Johnson

ElizabethBurger

KristenMulholland

EVP,ChiefHumanResourcesOfficer

EVP,ChiefHumanResourcesOfficer

Boeing

UmaAmuluru

ChiefHumanResourcesOfficer,EVP,HumanResources

MetLife

ShurawlSibblies

EVP,ChiefHumanResourcesOfficer

Merck

BettyLarson

EVP,ChiefHumanResourcesOfficer

TDSynnex

AlimDhanji

ChiefHumanResourcesOfficer

TysonFoods

JacquelineHanson

ChiefPeopleOfficer

AmericanInternationalGroupBristol-MyersSquibb

KellyLafnitzegger

AmandaPoole

EVP,ChiefHumanResources&DiversityOfficerEVP,ChiefPeopleOfficer

UnitedServiceAutomobileAssociationGeneralDynamics

TamiCabaniss

ShaneBerg

EVP,ChiefHumanResourcesOfficer

SVP,HumanResourcesandAdministration

WarnerBros.DiscoveryMondelezInternational

JenniferRemling

StephanieLilak

ChiefPeopleandCultureOfficer

EVP,ChiefPeopleOfficer

BankofNewYorkMellon

ShannonHobbs

ChiefPeopleOfficer

DollarTree

SteveSchumacher

ChiefPeopleOfficer

HewlettPackardEnterprise

KristinMajor

EVP,ChiefPeopleOfficer

DukeEnergy

NextEraEnergy

CameronMcDonald

NicoleDaggs

SEVP,ChiefHumanResourcesOfficer

EVP,HumanResourcesandCorporateServices

AppliedMaterials

BakerHughes

McDonald's

JojiGill

MuzzamilKhiderAhmed

TiffanieBoyd

GroupVP,ChiefHumanResourcesOfficer

ChiefPeopleandCultureOfficer

ChiefPeopleOfficer

PG&E

UnionPacific

KaledAwada

JoshuaPerkes

EVP,ChiefPeopleOfficer

SVP,ChiefHumanResourcesOfficer

RiteAid

GenuineParts

TeriSchanck

JennHulett

SVP,ChiefPeopleOfficer

EVP,ChiefPeopleOfficer

ExelonCDW

DeniseGalambos

KateSanderson

SVP,ChiefPeopleOfficer

ChiefHumanResourcesOfficer,SVPofCoworkerSuccess

DiscoverFinancialServices

WasteManagement

CarrieBlair

KimStith

EVP,ChiefHumanResourcesOfficer

ChiefHumanResourcesOfficer

CHROTrends2025

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AbouttheResearch

ThisreportwasproducedbyanalyzingtheFortune200companies(basedonthe2024Fortuneranking)andpubliclyavailableinformationforChiefHumanResourcesOfficersandChiefPeopleOfficers.WeadditionallyspokewithmanyCHROsandCPOs,investorrelationsofrespectivecompanies,andtheCHROs/CPOsteamstovalidatedatawherepubliclyavailableinformationwasnotsufficient.

Intotal,193oftheFortune200companieshadanidentifiableCHROorCPOin2024.Thetrendshighlightthose193compa-nies.Somecompanies,forexampleBerkshireHathaway,donothaveasittingChiefHumanResourcesOfficerorChiefPeopleOfficer.Inthosesituations,thecompanywasexcludedfromthisreport