The Chief of Staff role has always been around, but for many years, it carried a reputation as a “catch-all” title. It was often given to someone doing a lot but not tied to one clear function. Over the past 10–15 years, businesses moved toward hiring for more specific expertise and the Chief of Staff role faded in prominence.
Today, however, we’re seeing a resurgence in Chief of Staff positions. That raises two big questions: why now and why are HR professionals particularly well-suited to thrive in this role?
Why has there been an increase in Chief of Staff positions?
Corporate complexity
Modern organisations are dealing with increasing layers of complexity: cross-functional projects, digital transformation and global, distributed teams. A Chief of Staff brings clarity and alignment by acting as the central hub for communication and execution.
Instead of responsibilities becoming fragmented, a Chief of Staff provides a consistent point of contact, ensuring nothing is lost across time zones, functions or fast-moving initiatives. For companies navigating growth and multiple geographies, this is an invaluable advantage.
Leadership pipeline
The role is now widely viewed as a “CEO-in-training” position. It gives ambitious professionals exposure to board-level strategy and executive decision-making, often working side by side with the CEO.
In many cases, the Chief of Staff acts as a shadow to senior leaders, learning not just what decisions are made but how they are made. This inside view of leadership is a powerful stepping stone for those aiming to move into executive roles themselves.
Efficiency over hierarchy
Rather than creating more management layers and VP titles, organisations are turning to Chief of Staff positions to provide leverage without bureaucracy.
The role works horizontally across the business, cutting down silos and helping leaders focus on outcomes rather than navigating additional hierarchies. At a time when companies are striving to stay agile, the Chief of Staff role offers efficiency without adding structural complexity.
Why HR professionals are well-suited to Chief of Staff roles
Trusted advisors
Senior HR leaders are already accustomed to being trusted advisors at board level. They bring discretion, tact, and the ability to operate in environments full of ambiguity, qualities that are central to success in a Chief of Staff role.
Having the ear (and the trust) of leadership is not something that can be taught quickly. It’s built over years of partnership, which is why HR professionals often transition seamlessly into the position.
Change management expertise
Change has been a constant theme in HR for decades. Every survey on the function emphasises its central role in managing organisational transformation, whether through scaling, downsizing, or restructuring.
HR leaders are used to guiding people through continuous change; they naturally bring a steady hand to the Chief of Staff role, where transformation and adaptation are daily realities.
High emotional intelligence (EQ)
The role demands the ability to navigate a wide range of personalities, priorities, and conflicts. HR professionals, by the nature of their work, develop this muscle over years of dealing with diverse stakeholders and complex interpersonal dynamics.
In practice, this makes them the “organisational glue” able to bring people together, manage disagreements in strategy and execution and maintain focus on shared outcomes.
The resurgence of the Chief of Staff role reflects the evolving needs of modern businesses: cross-functional alignment, leadership development and organisational agility.
And while professionals from many backgrounds step into these roles, HR leaders are uniquely equipped to thrive. Their trusted advisor experience, change management expertise, and emotional intelligence give them the toolkit to make a lasting impact as Chief of Staff.
If you have any further questions or observations around the rise in Chief of Staff roles, please reach out to Stuart Elliott on se@elliottscotthr.com