I recently spoke with a Head of HR Operations, Process and Data about how HR transformation is actually playing out on the ground. His view was simple: most organisations don’t have a technology problem, they have an operating model problem. The tools are there. The challenge is whether HR is structured in a way that allows them to deliver impact.
That shift is expanding the CPO agenda. Beyond traditional HR leadership, there is now real ownership of AI governance, workforce design, technology decisions, and operating model effectiveness. As a result, demand is growing for individuals who can connect data, design, and execution in real time.
Over the past 12–18 months, we have seen this first hand in the reshape of HR leadership teams. Rather than operating in functional silos, HR is increasingly being designed as a connected system, with more centralised operations, greater automation, and a stronger reliance on data to drive decisions. The question is no longer just what HR does, but how it is structured to deliver value.
This is where People Operations, HR Analytics, and HR Transformation leaders are gaining influence. These roles sit at the intersection of systems, insight, and delivery. As People Analytics moves closer to real-time decision support, and transformation becomes continuous rather than project-based, these individuals are becoming more embedded in CPO-level discussions.
We’re seeing this play out in recent mandates, from HR Transformation Directors and HR COOs to Global HR Operations and Process Leads, as well as the evolving remit of the HR Business Partner. The pattern is consistent: organisations are prioritising individuals who can design and run HR operating models, not just support them. As transactional work moves into operations and shared services, the Business Partner role is shifting further towards strategy.
All of this raises an important question. As HR becomes more data-driven, technology-enabled, and complex, is influence shifting towards those who own how the function operates? And in doing so, are these roles redefining what it means to be the “right hand” to the CPO?
To discuss your hiring needs, market trends, or the evolving HR leadership landscape, please contact Beth Hicks.
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