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The Right Talent at the Boardroom Table

February 05, 2013

by David Nolan


PWC’s 15th Annual Global CEO survey reveals that “53% of global CEOs see the availability of key skills as a threat to their growth prospects” and highlighted that “68% wish they could spend more time focused on developing the leadership of their business and their talent pipeline.”

Do HR Leaders get enough support to drive the talent agenda at board level? After all, most CEOs consider the acquisition and retention of talent to be “the biggest barrier to growth and performance.”

Over my 10 years with Talentmark I have had the opportunity to work with some great CEOs and great HR leaders. When they have really harmonised, the results have been astonishing – unlocking potential within organisations and maximising the momentum that comes from building great leadership teams. Yet those sparks of brilliance have been rare!

Is Talent Acquisition and Management really a key board agenda item? I fear for many businesses. Talent acquisition and management sits below other ‘priorities’, covered under ‘AOB’. The immediate here-and-now of P&L roots itself firmly at the boardroom table and places a stranglehold over the creativity and innovation required within the talent agenda that enables good businesses to be really great.

The dynamics of doing business in the life sciences sector have changed considerably over the last decade. Do our HR Leaders have the right support to drive change at board level? While many business leaders hunt for new ways to make deals and accelerate pipelines, can we expend more boardroom focus on developing our greatest asset?

Source * PWC’s 15th Annual Global CEO survey

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