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The job of Chief People Officer has never been more demanding, and the way organizations decide who gets it is changing fast. Appointment volumes have fallen sharply, boards are rethinking what they value in an HR leader, and the profile of the people winning the top seats looks different from even two years ago. Experience of having done the job before is no longer the deciding factor it once was, which changes the calculation for everyone with ambitions on the role. So what are boards really looking for when they appoint a Chief People Officer?
My guest this week is Olivia Sharp, a Partner at executive search firm Eton Bridge Partners, where she leads searches for Chief People Officers and board-level appointments and heads the firm's research into CPO hiring globally. In our conversation, she shares what the data reveals about experience versus potential, the skills that now define the role, and how TA leaders can position themselves for the top job.
In the interview, we discuss:
The fundamental shifts in what organizations value when hiring Chief People Officers
Why boards are taking calculated risks on potential rather than buying proven experience
What the appointment data means for first-time CPO candidates
The leadership qualities that now matter more than HR expertise
Where the traditional HR career path falls short
The commercial capability gap in HR development
How TA leaders can position themselves for the top job
The swing back to external hiring and why new doesn't mean radical
What will the Chief People Officer role look like in the future?
