Dismantling Stereotypes in the C-Suite: Build a Diverse Exec Team

The C-suite is becoming more diverse, but progress remains uneven. While more women and people of color are advancing into top leadership roles, hidden divides persist across functions. Notably, C-level role gains by Asian American, Hispanic, and Black executives outpaced those of white executives in 2021-2022 compared to 2018-2019, according to The Evolution of the C-Suite: Part 2: New Faces for a New Era. However, the report reveals significant disparities in leadership representation.

The research, a collaboration between SHRM and the Burning Glass Institute— an independent nonprofit that conducts data-driven research on the future of work—underscores the challenges HR leaders face as they strive to create a truly inclusive and equitable C-suite.

“The evolving diversity of the C-suite reflects progress, but the data makes it clear there’s still much work to be done. True inclusion means not just opening the door to leadership roles but fostering representation across all functions,” said SHRM CHRO Jim Link, SHRM-SCP. “HR leaders play a pivotal role in building talent pipelines that break down barriers and cultivate diverse leaders throughout the organization.” 

Inclusion builds opportunity for those who merit it, fostering a world where potential is recognized, and talent knows no boundaries. The SHRM Belonging Enhanced by Access through Merit (BEAM) Framework offers a forward-looking approach to assessing your inclusion and diversity initiatives and shifts the focus from optics to outcomes.

The C-Suite Still Has Room to Grow

Although the C-suite is becoming more inclusive, a deeper look reveals a persistent issue: Certain roles remain disproportionately dominated by specific races, ethnicities, or genders—what is known as occupational segmentation. This hidden barrier continues to shape who gets access to leadership positions, undermining true inclusion at the top.

• Gender-Based Disparities: Women are concentrated in “softer” roles, with 69% of CHROs and 64% of chief communications officers (CCOs) being women. Meanwhile, male representation dominates revenue and technology roles, with women holding fewer than 20% of chief technology officer (CTO), chief revenue officer (CRO), and chief information officer (CIO) roles.
• Racial Disparities: White men hold 77% of CRO roles, while Black and Hispanic women occupy just 1%. In contrast, 27% of CHROs are white men, while Black and Hispanic women make up 8% of these roles combined.

Even in roles where women see higher representation, race creates additional divides. For instance, white women make up 41% of chief marketing officers (CMOs), nearly doubling their 22% share of the overall C-suite. By contrast, Black and Hispanic women hold just 3% of CMO positions—closely mirroring their limited representation across all top leadership roles.

Occupational Segmentation Also Impacts Men

While men account for 66% of all executives entering the C-suite post-pandemic, race and ethnicity continue to shape who has access to specific positions. This creates distinct patterns of occupational segmentation that mirror broader distortions across the C-suite.

• Disproportionate Representation in Technical Roles: Asian American men account for 6% of overall C-suite positions—the same share as Black and Hispanic men combined—but are disproportionately represented in technical roles. They make up 16% of chief product officers (CPOs), compared to just 4% held by Black and Hispanic men combined.
• Tilted Distribution of CHRO Roles: Only 31% of CHRO roles are held by men, compared to their overall 66% representation across the C-suite. Specifically, Asian American men represent just 1% of CHROs, despite holding 5.9% of all C-level roles.
• Chief Diversity Officer Roles Are Concentrated: The role of chief diversity officer (CDivO) underscores the most striking example of occupational segmentation. Black professionals hold 22% of these positions, while Hispanic leaders occupy 10%, and women make up 61%. By contrast, only 26% of CDivOs are white men, and a mere 2% are Asian American men.

Key Takeaways for HR Leaders

As HR leaders continue their work to build a truly inclusive C-suite, strategic actions are necessary to dismantle occupational segmentation.

• Focus on Equity Across All C-Suite Roles: HR leaders must ensure that representation extends beyond traditionally “softer” roles, such as HR and communications, to areas such as technology, revenue, and operations.
• Build Inclusive Talent Pipelines: Addressing occupational segmentation requires deliberate action to develop diverse leadership pipelines across all functions. Invest in mentoring, sponsorship, and leadership development programs that are open to all and prepare underrepresented talent for roles traditionally dominated by certain races, genders, or ethnicities.
• Address Stereotypes and Biases: Reassess role assignments and hiring practices to address biases that associate certain demographics with specific leadership functions.
• Foster Cross-Organizational Partnerships: Collaborate with other companies and industry groups to share best practices and create scalable strategies for breaking barriers.

By confronting occupational segmentation with intentional strategies, HR leaders can help break down these barriers and pave the way for meaningful change, ensuring true equity at the highest levels of leadership.