Laszlo Bock

Ten years ago, CHROs were expected to manage HR.

Today, they’re expected to lead digital transformation, shape culture, implement AI, and steer organizations through crises.

The role has expanded faster than almost any other in the C-suite. Titles now reflect it: Chief People and AI Enablement Officer, Chief People and Places Officer, Chief People and Values Officer.

In the Berkeley Transformative CHRO Leadership Program with UC Berkeley Executive Education, I see leaders wrestling with this new reality. The CHRO is no longer a functional leader. It is a business-critical strategist.

What I believe: the breadth of responsibility is both the greatest opportunity and the greatest risk for CHROs today. If they rise to it, they can shape the future of work. If they do not, the function risks being stretched too thin to be effective.

If you are a new or aspiring CHRO, this is the program designed for you:

https://lnkd.in/gx332_ba

There is a shortage of transformational CHROs.

• 28% of sitting CHROs have changed roles in the past two years
• Average tenure is barely 4 years
• 58% of Fortune 1000 CPO hires in 2024 were first-timers in the role

The demand for top HR leadership has never been greater, and the supply has never been more strained.

This is the leadership gap we’re addressing in the Berkeley Transformative CHRO Leadership Program with UC Berkeley Executive Education. Jennifer Chatman, Sameer Srivastava, and I are preparing current and aspiring CHROs to lead with data, influence, and resilience.

If you were advising a first-time CHRO stepping into this environment, what would your top piece of advice be?

Learn more about the program here: 
https://lnkd.in/gx332_ba