Programme Overview
The ‘S’ in ESG is fast becoming one of the most dominated agenda in modern boardrooms. From a people perspective, the ‘Social’ in ESG relates to workplace culture or how a company treats its people – from diversity and inclusion (D&I) practices to employee wellbeing and benefits, from working conditions to health & safety concerns. These days, the ability to attract, develop, and retain the best talent has become a critical business differentiator.
Talent management is a “critical now issue” — and has become a new imperative for board oversight. Historically, the portfolio is left to management, but this may no longer be a sustainable strategy given the critical importance of talent management at all levels of an organisation. Increasingly, many investors now believe that to understand the forces shaping their business and remain competitive, companies need to take action on D&I issues.
Research does cite that D&I is associated with greater innovation, better decision-making, and stronger company performance. Board-level solutions are also crucial in the battle of talent retention, and development of strategies to survive the Great Resignation – efforts include increased commitment to culture, equity, inclusion, social responsibility, and employee empowerment. Organisations understand that when you get these areas wrong, you will have higher attrition and your employee value proposition in the industry suffers.
Boards need data, first-hand information and accountability to ensure that their talent management efforts align with their corporate strategy. A lot more attention is being paid on metrics such as skills, capabilities, workforce composition, engagement, health and safety, incentives and compensation.
Learning Outcomes
- Discover the major drivers and contextual shifts that are shaping the future of talent management and how they may impact the industry and sector you are in.
- Explore the different approaches of oversight in assigning talent management responsibility to either the full board or board committees; and the importance of the talent management experience within the board skills matrix.
- Discuss how board directors can incorporate talent into strategy discussions and examine the different measures and metrics that can support these deliberations.
Who is this Programme For?
- Aspiring Directors
- Newly Appointed Directors
- Directors with less than 3 years tenure
- Senior Management Team
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