The Evolution of HR in Succession Planning 

In the evolving landscape of corporate governance, succession planning has emerged as a strategic imperative. As the churn of executive leadership accelerates—with Challenger, Gray & Christmas reporting a 50% increase in CEO turnover across U.S. industries compared to the previous year—the stakes of continuity and capability rise. Human resources (HR) is stepping into a new and indispensable role. Once seen as primarily administrative, HR is now poised to become a central architect of organizational longevity and leadership resilience. But this transition is neither automatic nor simple. It requires a fundamental rethinking of HR’s position, competencies, and influence within the executive suite and the boardroom. 

Succession planning is no longer a once-a-year conversation or a crisis response exercise. Instead, it is becoming a core business process that must be actively managed, measured, and improved. At the center of this transformation is the CHRO and Head of Talent, who are increasingly expected to provide strategic counsel, lead disciplined processes, and bring data-driven insights to boardrooms that are hungry for clarity and confidence about the future leadership bench. 

Clarifying the Role of HR in Succession Planning 

One of the greatest challenges in succession planning is the ambiguity surrounding who owns what. Boards, CEOs, and HR often approach the issue with overlapping but unaligned expectations. In many organizations, succession planning remains underdeveloped compared to other governance processes. To advance the practice, HR must clarify its role and responsibilities and build a shared understanding with both the CEO and the Board. 

There are three interlocking roles HR must embrace: 

HR as Strategic Advisor 

In this role, HR becomes the advisor or “consigliere” of the succession planning process. This involves not only presenting candidates and facilitating discussions but also acting as a source of honest analysis and candid advice. A strong CHRO offers a broad perspective that encompasses both the internal dynamics of the executive team and the external pressures facing the organization. This means asking tough questions, interpreting complex interpersonal dynamics, and sometimes navigating delicate political waters. 

HR as Process Steward 

Succession planning is a business process that demands structure, consistency, current and reliable data, and rigor. Without these elements, it devolves into episodic, emotionally charged discussions that fail to prepare the organization for inevitable transitions. HR, and most typically the Head of Talent, should design and own this process, from developing succession frameworks and timelines to administering science-backed assessments and facilitating talent review meetings. This stewardship requires objectivity and discipline, enabling the organization to make informed decisions based on data, rather than relying solely on relationships or intuition. 

HR must also ensure that the process is deeply embedded in the organization’s strategy. Succession planning should be tightly aligned with the enterprise’s strategic direction, not treated as a parallel activity. This means actively engaging senior leaders and board members in defining the capabilities and experiences needed for future success—and holding them accountable for developing and mentoring the next generation of leaders. 

HR as Talent Intelligence Engine 

Modern succession planning depends on a robust understanding of the leadership pipeline. Boards are no longer satisfied with lists of potential successors, commonly referred to as “the slate of candidates.” They want nuanced insights into each candidate’s readiness, trajectory, development needs, risk factors, and cultural fit. HR must provide a holistic view that includes performance history, behavioral tendencies, career trajectory, and leadership potential. 

This demands not only better data but also better storytelling. HR should be able to “paint a picture” of candidates and pools, helping the board imagine how different leaders might operate in future scenarios. This requires the integration of various tools, such as 360-degree feedback surveys, executive assessments, and psychological assessments. These tools help triangulate potential and pinpoint areas where investment in development can yield future readiness. 

Building a Data-Driven Succession Planning Practice 

The rise of People Analytics has opened new possibilities for succession planning. Organizations now have access to an expanding array of technologies that can assess potential, diagnose derailers, and simulate performance in future roles. However, collecting data is not enough. HR must be able to curate and interpret this information in a manner that is meaningful to the Board. 

Succession planning data should answer critical questions: Who is ready now? Who can step in during an emergency? Who represents the highest long-term potential? What are the gaps in our pipeline? What development actions are underway, and are they working? HR’s ability to answer these questions directly influences the board’s confidence in the organization’s leadership readiness. 

Context matters as much as data. Boards require assistance in interpreting candidate performance within the organizational context. For example, a candidate with mediocre feedback might have been assigned to a highly disruptive role intentionally. HR can provide the institutional context and strategic lens to make sense of these nuances, avoiding misinterpretation and underestimation. 

Moreover, succession planning should not be confined to the C-suite. Many organizations are now extending their succession planning deeper into the organizational chart, identifying critical roles that, if left vacant, could expose the company to operational or reputational risk. HR is uniquely positioned to map these roles and ensure that the succession process reaches into all corners of the enterprise. 

From Reactive to Strategic: A Cultural Shift

Transforming succession planning from a reactive HR function to a strategic organizational capability requires a cultural shift. This shift is rooted in how the CEO views the role of HR and whether the function is empowered to act as a true partner in business planning. Where HR is marginalized or excluded, succession planning will remain an underpowered process. But where HR is embedded in strategic discussions, trusted by both the CEO and the Board, it can shape outcomes in profound ways. 

This transformation also demands a mindset shift within the HR function itself. It must shed any remnants of its transactional legacy and adopt a proactive, assertive posture. HR should not wait to be invited into succession conversations; it should initiate them. It should push for alignment between strategy and talent, challenge assumptions, and elevate the quality of decision-making about the future.  Let’s not forget that people are most often the largest expense an organization has, and leadership gaps are incredibly costly to the bottom line. 

Succession planning is not just about replacement; it is about readiness. It is about enabling leadership transitions that are smooth, credible, and aligned with the organization’s direction. This requires thoughtful onboarding, mentoring, and support for successors. It also means anticipating where leadership disruption could threaten execution and designing buffers to mitigate that risk. 

The Future of Succession Planning 

As expectations for strategic foresight grow, the bar for effective succession planning continues to rise. Boards and CEOs are being held to higher standards by investors, regulators, and the media. The HR function must be prepared to meet this moment with a clear value proposition. 

To do so, HR leaders must: 

• Build credibility by mastering both business strategy and bringing a deep understanding of the talent portfolio, backed by analytics. 

• Design and own a repeatable, rigorous succession planning process. 

• Provide clear, objective insights on internal candidates and what is being done to maximize their potential for one to two critical roles at higher levels in the organization. 

• Bring contextual intelligence to candidate performance and potential, which blends both quantitative and qualitative insights. 

• Enable the development of future-ready leaders through targeted interventions. 

Ultimately, succession planning is about the future of the enterprise. It is about preparing for the inevitable changes that leadership transitions bring—and doing so in a way that preserves momentum, protects value, and seizes new opportunities. HR has a once-in-a-generation chance to define its role in this process. But it must act decisively. The work of building future leadership begins now. 

By Aaron Sorensen, Ph.D.