HR has gained a seat at the C-Level, but where are the successors ready for the business? 

According to a groundbreaking study by Myndz Expert Recruitment with the Dom Cabral Foundation, published by Exame ("The profile of the new HR chief: less people specialist, more business leader"), 87.5% of Chief Human Resources Officers (CHROs) in Brazil say that the CEO already sees HR as a strategic partner. The problem? Only 61.5% consider the area's current model prepared to support the future business strategy. 

The contradiction becomes even more critical when we look at succession: 66.2% of CHROs in large companies were hired through external recruitment, and only 33.8% have an internal successor ready to take over the position immediately. The reason given by almost half of those interviewed (47.7%) is the gap in behavioral skills and business acumen of middle management. 📊

Even dedicating more than half of the weekly agenda to team development, this dedication hasn't translated into real succession readiness in the leadership pipeline. In a market where 80% of CHROs prioritize AI and demand sharp analytical skills, the new HR leader needs to act less as a process executor and more as a true manager of the corporate P&L. 

Strategic Lessons from a Talent Acquisition perspective:

• Validation of the external hiring thesis: The market continues to seek "immediate readiness" for the CHRO position through headhunting. If your company doesn't actively develop leaders with financial and strategic vision from middle management onwards, you need to look for new leaders outside the company.

• The trap of the development agenda: Dedicating time to training without clear impact metrics and without demanding data intelligence creates a false perception of progress. Development only has value when it generates successors ready to take the reins during transition periods.

• Cultural fit + data-driven leadership: The new strategic HR is not sustained solely by empathy or expertise in people management. The survival of Human Resources areas depends on leaders capable of aligning People Analytics with the board, translating headcount directly into margin and operational efficiency.

What is the reality at your C-Level today: does the People area already act as a business intelligence engine or is it still seen as an operational support arm? Leave your perspective in the comments! 👇

Link to the full article in the first comment. 🔗

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