Talent strategy a top 2026 concern amid ‘a key moment for the CHRO’
Summary
A DSG Global survey of 300 HR decision makers shows the CHRO role is growing in influence as organisations face major talent challenges heading into 2026. Key findings: 79% of respondents say the CHRO role is expanding or increasing in importance, yet 61% feel corporate boards exert too much influence over talent strategy. Succession planning emerged as the top pain point (66%), with many HR leaders also flagging leadership pipelines, diversity and inclusion, benefits strategy and the impact of artificial intelligence on workflows.
The article cites additional research: HR Policy Association on CHROs’ critical role in succession planning; an LHH report noting nearly 60% of executives expect to change roles in three years; and McLean & Co emphasising that successful succession depends on clear communication. Respondents also reported C-suite turnover as a source of organisational uncertainty, especially in larger firms.
Key Points
- 79% of HR decision makers say the CHRO role is increasing in importance.
- 61% believe corporate boards have too much sway over talent strategy.
- 66% identify succession planning as their organisation’s top pain point for 2026.
- Other 2026 priorities include building leadership pipelines, embedding D&I, and reforming benefits strategy (healthcare, retirement).
- HR leaders are concerned about the operational impact of AI on workflows and talent processes.
- Frequent C‑suite turnover—and planned executive role changes—heighten succession and retention risks, particularly at larger organisations.
Author’s take
Punchy and to the point: this is a wake‑up call for HR leaders. The CHRO is no longer just a people operator—it’s a strategic seat. If you care about continuity, competitive advantage and how AI reshapes roles, this matters.
Why should I read this?
Short version: if you work in HR or sit on an executive team, this article saves you time. It lines up the exact talent headaches most organisations expect next year—succession, retention, benefits and AI—and shows why the CHRO needs a louder voice at the top. Read it to know what to push for now, not later.
Context and relevance
The piece matters because it ties several converging trends together: shifting CHRO influence, rising board involvement in people decisions, tech (AI) affecting workflows, and executive mobility that complicates succession. For talent and HR leaders, the findings suggest prioritising robust succession conversations, clearer leadership pipelines, and benefits strategies that help retain staff amid change. For boards and CEOs, it underscores the importance of aligning governance with HR expertise rather than overriding it.
