HR job titles… Am I right… I’m less interested in whether a business calls its people leader an HR Director or a CPO than in whether the CEO actually involves them in the decisions that matter. A new title won’t help much if the person only gets brought in after the decision has been made.
That’s why I’d be careful about hiring a first CPO simply because the company has grown. I’d want to understand what the business now needs, whether the current HR leader could take it on and what support they would need.
Headcount alone is a poor way to decide. Begin with the work and the decisions ahead.
Notice what keeps reaching the chief executive
Look at the people decisions the CEO is making repeatedly. Are they resolving leadership disagreements? Trying to integrate acquired businesses? Deciding how to organise the company for growth? Making senior appointments without a clear view of the internal options?
Some of that work belongs with the CEO whatever the structure. The question is whether they have a colleague who can bring a strong perspective, test the options and carry the relevant decisions into delivery.
If the HR team spends most of its time keeping the business running, a more senior appointment might help. But investigate the source of the pressure. Weak systems, insufficient operational capacity or unclear management responsibilities can consume the time of an experienced CPO just as readily.
Hiring someone more senior does not remove the need to fix those foundations.
Look at the next stage of the business
The first CPO brief should reflect what the organisation is about to face. International growth may require a different background from integrating acquisitions or preparing a founder-led business for a new ownership structure.
An illustrative example: a company has expanded through acquisition and retained local management in each business. The next challenge is to establish group leadership expectations and succession visibility without undermining local autonomy.
A candidate who has built polished central programmes may be relevant. You would still need evidence that they can influence independent business leaders, judge where consistency matters and leave local decisions alone where appropriate.
That is a more useful assessment than asking whether they have held the CPO title before.
Consider what you already have
Look carefully at the current HR leader. They may be able to step into the broader remit, particularly if the role is clarified and operational work is properly supported.
Assess the future requirements with them. Can they contribute to decisions beyond their function? Do they understand the commercial plan? Can they challenge senior colleagues constructively? Where is their evidence strong, and where would they need exposure or support?
Do not assume an external appointment is more credible. Do not assume loyalty or long service proves readiness either. Give the internal option a proper assessment against the job you need.
There are several plausible responses to the same pressure:
| What the business needs | A possible response | What to check first |
|---|---|---|
| Better day-to-day HR delivery | Strengthen operations or systems | Whether the leadership remit is already covered |
| A wider contribution to executive decisions | Expand an existing HR director role or appoint a CPO | Capability, authority and executive expectations |
| Help with a defined period of change | Interim leadership or a scoped advisory assignment | Duration, ownership and the intended handover |
| Expertise in one difficult area | Specialist support | Whether the need is substantial enough for a permanent role |
These are options to evaluate, rather than a progression every company should follow.
Agree how the role will operate
If you appoint a CPO, be clear about the executive role they are joining. Which decisions will they own? What influence will they have over senior appointments, organisation design and leadership performance? How will the CEO involve them before decisions are made?
A CPO invited to tidy up the consequences of decisions taken elsewhere will have a limited impact, however experienced they are.
The practical capacity matters too. Establish what the existing team can deliver and where additional investment is needed. Be open about the maturity of the function when speaking with candidates. Some enjoy building from an early stage. Others do their best work with more established support.
The useful moment to hire is when the business has a substantial, continuing need for this level of leadership and is prepared to let the person do the job. If that is the position you are in, write the mandate around the decisions ahead. Candidates can then assess the opportunity honestly, and you can assess them against something more meaningful than a title.