HR directors are leaving companies—and it’s not a coincidence.

In recent weeks I’ve had more farewell conversations than strategic ones. I stay in close contact with many HR leaders as we search together for innovative or simply necessary solutions to challenges spanning operations, people and finance. Yet lately, instead of discussing transformation projects, I keep hearing stories of resignation. One by one, executives responsible for human capital are hitting a wall when it comes to conversations with boards or owners about the organization’s next stage of growth.

Many companies still cling to the belief that HR should independently handle every task that falls on its shoulders. This isn’t a question of competence. It’s a sign of a deeper problem: a lack of understanding of HR’s role as a strategic business partner. Boards often expect HR to deliver ambitious projects, implement new solutions or even lead organizational transformations—without providing adequate resources, decision-making support or a seat at the table. As a result, HR teams are left alone with challenges that should be addressed in partnership with leadership and other departments, not just by the “people department.”

The HR departures epidemic – the numbers don’t lie

The numbers are stark. In Q1 2025, 54 global Chief Human Resources Officers (CHROs) resigned—up 15% from Q1 2024 and 32% above the six-year average. HR professionals have long shown the highest turnover of any business function worldwide, with a 15% annual rate compared to an 11% average across other areas (LinkedIn, 12 months to June 2022). Ironically, the people tasked with retaining talent are themselves most likely to leave. Research shows that 34% are considering exiting the profession within a year due to burnout (Personio, 2025). Among HR directors, 81% report burnout and 84% experience chronic stress (Sage, 2024). This is not just a Polish problem—global data confirm HR leaders are particularly vulnerable to both burnout and attrition.

Small teams, big expectations

In Poland, HR departments face conflicting and ever-growing demands. Teams designed for recruitment, HR administration, payroll and compliance are also expected to drive strategy, employer branding and organizational restructuring.

When new EU directives must be implemented or major transformations planned, boards eagerly point to HR as the natural executor—yet rarely provide additional staff, expertise or understanding of the scale involved. Without genuine executive support, extra projects come at the expense of core operations such as hiring, workforce management and employee services. Over time this erodes operational efficiency and forces HR to juggle critical tasks under pressure, leading to frustration, errors and delays—ultimately causing both financial and reputational damage.

Partnership over platitudes: on genuine collaboration between HR and the executive board

The average tenure of departing CHROs has fallen to 4.1 years, compared with 4.5 years a year ago and a six-year average of 6.1. This is a pivotal role for adapting and growing an organization in the face of constant market change. Today’s HR leaders manage far more than recruitment: they shape organizational culture, mediate conflicts, design talent-management strategies and support employee wellbeing. Yet rising expectations often go hand in hand with insufficient recognition—especially when HR must also handle financial challenges and workforce reductions. HR resources are frequently constrained because organizations fail to adjust to rapidly changing demands. As a result, HR teams face increasingly complex tasks without adequate support, leading to overload.

When a CHRO leaves, HR team turnover rises by as much as 40 percent within six months, compared with 16 percent after a manager change. This shows how strongly HR teams react to leadership shifts—and how critical stability and a clear direction are in this function. Yet in many companies, when problems arise—high turnover, low engagement or cultural issues—the first question is often, “Where was HR?” Far less often does anyone ask, “How much of a partner was the business in these efforts?”

In practice, HR alone cannot shape culture, reduce turnover or build engagement. These processes require involvement from the entire organization, especially its leaders and executive board. HR can and should design and coordinate initiatives, but their success depends on genuine support from the business. That is why authentic partnership—based on listening, trust and a readiness to collaborate—is essential. Unfortunately, in many firms HR still lacks a full voice in key decisions, and its perspective is too often overlooked.

Responsibility for success in people management is shared. Where HR and business leaders work together, outcomes are more sustainable, change is more effective and the organization is better prepared for the challenges of a shifting labor market.

Key reasons for HR leaders’ resignations

Based on conversations with departing HR directors, five main factors stand out:

• Lack of career growth – Companies expect HR to drive continuous organizational development but fail to invest in the career advancement of their own HR teams.
• Mismatch between duties and resources – HR functions are chronically underfunded and understaffed, while expectations grow exponentially.
• Insufficient C-suite support – Boards often misjudge HR’s role, focusing on operations and overlooking its strategic value as a partner to senior leadership. This limits HR directors’ influence on company policy and strategy.
• Minimal influence on real decisions – HR is consulted after the fact rather than included from the outset in strategic planning.
• Chronic stress and overload – Forty-four percent of business leaders report higher stress than two years ago, and HR is on the front line of these pressures.

Time for a revolution: what must change

The current situation calls for decisive action and a new approach to HR’s role. Boards too often reduce HR to administrative tasks, missing its potential as a strategic partner—even to the board itself. Lasting success in people management is possible only when HR has real influence over key decisions and its voice is heard and respected across the organization.

Achieving this requires deep partnership at both the executive and business-leadership levels. HR must be included early in decision-making and have access to the necessary resources and expertise. Only then can it effectively address labor-market challenges, build engagement and culture, and support company transformation.

Now is the time for a true shift—a change in mindset that allows HR to fully realize its potential and become a genuine engine of organizational growth.