Board Oversight: Talent | Newsletter

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多くの業界で人材不足が深刻化していることは、人材、後継者、カルチャーを管理するためのアプローチが時代遅れで場当たり的な対応になっていることから生じるリスクを浮き彫りにしています。時間の経過とともに、より洗練された人材戦略の必要性は高まる一方であり、人材管理を受動的な戦略に依存していることで引き起こされるリスクも高まります。21世紀にふさわしい人材管理アプローチを構築する上で、取締役会はどのような役割を果たすべきなのでしょうか。また、組織はどのようにして後継者育成計画の能力を現状に適合したものとすれば良いのでしょうか。

本資料では、人材戦略における取締役が考慮すべき4つの必須事項と影響力のある5つの行動について解説しています。また、取締役会としてのオーバーサイト（監視）の際の重要な５つのポイントも併せてご紹介します。

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Embrace New Talent Realities

The board should ascertain that C-suite leaders and chief human resource officers (CHROs) are adapting as talent markets and economic conditions change. Today’s talent challenges cannot be solved with yesterday’s thinking. Over time, the need for more sophisticated talent strategies will only increase — as will the risks triggered by relying on reactive strategies for managing talent. This issue of Board Perspectives explores four imperatives for directors to consider when engaging management on establishing a new normal for managing people — implement a sustainable talent strategy, foster a different mindset, align every talent-related action to the corporate culture narrative and encourage data-driven decisions.

Address Succession Planning and Leadership Development

A global survey of more than 240 organizations conducted by the Association for Talent Development notes that half of the organizations surveyed are engaged in succession planning while 60% of those not so engaged intend to develop a plan. The study also recognizes that the primary causes of shortcomings in succession planning include limited C-suite bandwidth, insufficient resources, and the lack of available knowledge and expertise. The bottom line: The notion that “We can go hire someone else” when a rising leader leaves does not reconcile with current market realities that will likely endure over time.

The sheer magnitude of change suggests that the competencies that led to up-the-ladder success in the past are not the same combination of qualities needed in the future. So how does the organization modernize its succession-planning capabilities? This issue suggests five high-impact actions for boards to consider when engaging with management — establish transparency, clarify who must stay, hold the right conversations with emphasis on an actionable plan, ladder up and measure up.

Organize the Board’s Oversight of Talent and Succession Planning

Asking the questions above offers directors an opportunity to engage in strategic conversation with management regarding what they are looking for in a comprehensive talent strategy and succession plan. The board’s focus on talent and succession planning requires a holistic, forward-looking effort, the success of which hinges on several enablers. These factors include an appropriate talent mindset among board members and executive leaders, the communication of the talent strategy and related objectives throughout the enterprise, and investments in supporting technology and human capital analytics. In discussing the above topics, this issue offers related questions that directors can use to send a clear message to management as to what they are looking for in terms of a comprehensive talent strategy and succession plan. It also offers suggestions for organizing the board’s oversight of talent management.

(Board Perspectives — Issue 176)

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