I think we all know that the board is supposed to have a majority of independent directors (at least in public companies) and to challenge the executives running the organization. That is what “oversight” means.
But the board is also supposed to work with those same executives, sharing their insights and experience to complement that of the CEO and his team.
Often, and I have seen this many times, the board finds it difficult to exercise what one might call professional skepticism in listening to the management team. As they look at the CEO and CFO, they see people just like them – one of their class, just perhaps a little younger.
Yet, professional skepticism is needed – and it is their legal obligation.
Recently, a good friend mine, Diane Frankle of Kaye Scholer, touched on this as she analyzed a case involving Yahoo! and the compensation of an executive… Continue reading “The obligation of the board to challenge management”
Transform data into stories and engage executives
In the past we have explored the value of visualizations in bringing workforce data to life and simplifying understanding. So what comes next once we have robust people data, great visualizations, and deeper understanding? It’s time to start sharing insight with executives.
Move from traditional recruitment metrics to talent acquisition analytics to drive results business executives care about
Talent Acquisition is no stranger to data and metrics and the most progressive of leaders in this space are taking advantage of the wave of workforce analytics to get results – for their organizations and for themselves. While the past was focused on using analytics primarily to monitor the efficiency of the recruitment process, Talent Acquisition is now involving itself in measuring the effectiveness of its efforts. Connecting the activities of Talent Acquisition to business outcomes is something every Talent Acquisition leader should be working towards.