Government Succession Planning Talent Development 
AIHR
DECEMBER 5, 2024
HR has to play a role in stretching current talent and driving a performance culture while also helping the business with the relevant organizational design to execute its growth ambitions. Primary HR capabilities: Operational efficiency, leadership development, employee experience and engagement, HR strategy, and succession planning.
AIHR
MAY 17, 2024
Even before the pandemic, the CHRO scope changed to include the inclusion of environmental, social, and governance (ESG) as a critical strategic priority. Given the changing nature of the CHRO role, the current CHRO talent development approach cannot overcome these challenges.
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Harvard Business Review
MARCH 24, 2015
Around the world, you’ll find family businesses that have fallen into decline due to inadequate governance, poor talent management, and absent or improper succession planning. In order to deactivate it, these companies must heed the lessons of the successful family firms we’ve analyzed.
Harvard Business Review
APRIL 10, 2014
Our research on boards of directors and corporate governance has shed new light on many board practices and reveals the need for improvement in several areas including skills and selection , succession planning , and diversity. Boards cannot govern effectively if they’re missing key skill sets. Skills and Assessment.
Harvard Business Review
MAY 25, 2015
I would rather see corporate leaders step up than have to rely on government action. The CEO and other top leaders should sit on the committee responsible for developing diverse slates for promotions and for new hires. Corporate boards in Europe have far more women than boards in the U.S.,
Harvard Business Review
OCTOBER 5, 2017
.” On average, directors believe that “it is difficult to evaluate prospective CEO talent during a search process because a candidate might meet all the criteria in terms of previous work experience but it is still hard to tell whether he or she would be a successful CEO.” Succession planning is critical.
Harvard Business Review
NOVEMBER 5, 2012
To be truly effective, a board needs directors who can work as a group to clearly define their role and mission, and in specialized individual roles, such as succession planning, acquisitions and capital allocation. Effective corporate governance is more complex and challenging than ever.
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