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  • Marc O'Hagan O'Hagan
    Update by Marc O'Hagan O'Hagan , Director, FSB. Organisational Development and HR Specialist.
    Employment & HR, HR Consultant
    2025/03/06

    Genuinely curious—should leadership trump expertise, or do we need to stop treating HR like an experiment?

    We love putting non-HR people in HR leadership… but when’s the last time an HR exec was tapped to be CFO or COO? I’ll wait. For years, HR was the "boring" function—compliance, payroll, the team that said no to everything.Now? It’s a hot seat. Business leaders are stepping into Chief People Officer roles without prior HR experience, and part of me loves it—fresh perspectives, cross-functional thinking, new ways of approaching old challenges. But let’s flip the script for a second. Would we place a non-finance person as CFO because “budgeting seems intuitive”? Would we let someone with zero engineering experience lead product development because they’re “good with strategy”? HR is a discipline—org design, talent strategy, behavioral science. Not just “managing people. ”I get it—great leadership can transcend functions. But when HR is the only function where we consistently make this trade-off, what message does that send?Are we elevating HR by bringing in diverse leadership? Or are we undervaluing the expertise it takes to build high-performing teams and cultures? Genuinely curious—should leadership trump expertise, or do we need to stop treating HR like an experiment?

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