A new report titled The Five CHRO Paradoxes: Turning Tension into Advantage by The Josh Bersin Company argues that the role of the Chief Human Resources Officer (CHRO) is at a critical inflection point. The research based on data drawn from 25,000 CHRO profiles, a survey of nearly 200 current CHROs, and in-depth interviews argues that today’s HR leaders must navigate a range of “paradoxes”: conflicting demands that define what it means to lead HR in the modern enterprise.
According to the report, the five major paradoxes are:
The Transformation Paradox — CHROs are expected to drive rapid enterprise-wide change, even while many face short tenures that jeopardize long-term sustainability of transformation and culture.
The Influence Paradox — HR leaders have a seat at the table, but they must keep proving their strategic value and influence.
The Diversity Paradox — Gender diversity in the CHRO role has risen, but ethnic and racial diversity is still weak and uneven.
The Success Paradox — Business acumen, a global perspective, and cross-functional experience are crucial for CHRO success. Yet, most CHROs come from traditional HR backgrounds.
The Aspiration Paradox — Many CHROs want broader executive roles, but most stay in HR. This shows a gap between ambition and opportunity.
These tensions create a clear picture: CHROs are more than administrators. They are expected to be transformation leaders, strategic partners, and diversity champions. However, structural limits, old career paths, and organizational inertia make it hard for them to meet all these expectations at once.
Implications for the HR Industry
A Call for Reimagined HR Leadership
This new framing means HR functions must change significantly. HR teams, led by CHROs, should do more than just manage compliance, payroll, or recruitment. They need to shape culture, drive change, support DEI efforts, and align talent strategy with business goals. Research from The Josh Bersin Company shows CHROs are becoming business-transformation leaders, not just traditional HR heads.
To succeed, HR must develop broad skills. This involves combining insights about people, business strategy, global workforce trends, and change management. The report states that companies should assist CHROs by improving succession planning, encouraging cross-functional career paths, and investing in development beyond typical HR roles.
Pressure to Diversify and Expand the Leadership Pipeline
The “Diversity Paradox” and “Success Paradox” highlight structural issues in how HR leadership is built. Many CHROs still have narrow HR backgrounds. Today’s demands need a broader business and cross-functional view.
HR departments and companies need to rethink how they find future leaders. They should focus on candidates with diverse backgrounds and global experience. Roles that mix HR with operations, finance, or business strategy are important. Also, there should be a conscious effort to widen representation beyond traditional demographics.
What This Means for Businesses
Strategic Risk if HR Remains Tactical: Organizations that view HR as just support may fall behind. This is key during rapid change, globalization, and rising workforce expectations. Without strong CHRO leadership, talent strategies may lack long-term value.
Need for Integrated Leadership and Succession Planning: Seventy-three percent of CHRO hires come from outside the company. This makes it hard to align HR leaders with company culture. Limited internal preparation for these roles makes the problem worse.
Opportunity to Leverage HR as a Growth and Culture Engine: Companies that adapt can turn HR into a key asset. A strong CHRO can lead this change. HR can create agile organizations, boost diversity and inclusion, drive global growth, and align talent strategies with business goals.
Increased Importance of a Systemic HR Model: The complexity of today’s business world shows that fragmented HR functions fall short. Companies gain by adopting a holistic HR model. This approach ensures HR is proactive, strategic, and integrated into all business operations.
Conclusion
The “CHRO Paradoxes” report from The Josh Bersin Company underscores what many in HR have quietly known: today’s Chief HR Officer role is a tightrope walk. CHROs must balance conflicting expectations be strategic yet operational, drive transformation but stay grounded in people management, champion diversity yet deliver business results often without adequate support or structure.
For the HR industry, the old model of HR as just support is over. Businesses need to wake up: the future is for those that see HR as a key part of strategy. They should invest in leadership and create integrated HR functions. How companies tackle this challenge can shape their culture, growth, and resilience for years.
