The Human Resources (HR) function emerged in the early 20th century, during the era of rapid industrialization and large-scale factories. Initially, it was mainly focused on administrative personnel management: payroll, working hours, recruitment, and compliance with labor regulations. At that time, it was often referred to as “personnel management,” with a primarily administrative and sometimes paternalistic role.
Over the decades, the HR function has evolved significantly. Companies began to recognize that human capital is a strategic driver of performance. Personnel management gradually shifted towards talent management, organizational development, change management, and strategic leadership of corporate culture. HR Directors (HRDs) became key partners for executives, involved in growth strategies, digital transformation, and even corporate social responsibility. The function gained in prestige and influence, and in some international contexts, HRDs have reached top executive positions.
However, despite this strategic evolution, a persistent reality remains: few HRDs become Chief Executive Officers (CEOs), even after many years of experience and exemplary careers. Several factors can explain this phenomenon:
- Limited perception of the HR role: In many organizations, especially in Africa, HRDs are often seen as administrative experts rather than strategists capable of leading the company.
- Limited exposure to financial performance: HRDs are sometimes distant from financial dashboards and operational management, limiting their credibility for CEO roles.
- Network and political capital: Becoming a CEO often requires a combination of skills and visibility. HRDs may be less visible than functions like CFOs or COOs in decision-making circles.
- Cultural stereotypes: In Africa, certain markets traditionally favor profiles from commerce, finance, or engineering for leadership positions, relegating HRDs to support roles.
Yet, international and African examples show that this path is possible. Notable HRDs who became CEOs include Anne-Marie Couderc in France and Mary T. Barra, former HR executive at General Motors before becoming CEO, illustrating that HR expertise can be a springboard to top leadership. In Africa, emerging trajectories are also visible, particularly in innovative or family-run companies where strategic competence outweighs traditional criteria.
So, what can HRDs do to aspire to CEO roles?
- Strengthen financial and strategic knowledge: HRDs must master financial management, risk oversight, and strategic planning to gain credibility.
- Engage in cross-functional projects: Leading transformation, digitalization, or growth initiatives demonstrates leadership beyond HR.
- Build a strong internal and external network: Visibility with boards and sector leaders can open unexpected opportunities.
- Adopt a business partner mindset: It is no longer enough to manage talent; HRDs must actively contribute to business performance and strategy.
- Invest in leadership and governance training: Targeted programs can provide the legitimacy needed for top executive positions.
In Africa, the reality remains mixed. While some large multinational companies encourage internal mobility and the promotion of HRDs to CEO roles, most local businesses still favor traditional profiles. Yet, economic evolution and the growing recognition of human capital are creating new opportunities for those who can demonstrate that strategic talent management drives growth and innovation. African HRDs can thus become visionary CEOs, capable of transforming their organizations while placing people at the heart of performance.
