PwC's "A deeper dive into talent management: the new board imperative" sets forth an actionable framework boards may consider in response to evolving investor expectations on workforce management oversight that extend well beyond the C-suite to next-gen leadership and middle management - all of whom will need to be sufficiently equipped to facilitate the company's long-term growth and innovation.
The instructive publication includes:
- Suggested specific board action items focused at the C-suite, future leadership, and middle management levels - inclusive of a sample C-Suite Readiness Chart
- Suggested talent management metrics (e.g., turnover, exit interviews, D&I stats) for periodic board review
- Ways in which the board can attain relevant information first-hand, such as by being a consumer of the company's products/services and reviewing employee engagement surveys
- Accountability considerations - such as expressly assigning HCM oversight to the full board or a board committee, executive comp metrics, elevating the HR head to the C-suite or other appropriate leadership role
- Workforce talent questions for directors to consider as relates to corporate strategy, succession planning, D&I, and board composition
- Future workforce considerations in view of changing technology and associated skillset needs
See these prior reports: "Investors File Workforce Disclosure Rulemaking Petition With SEC," "HCM Disclosure? SEC Chair Clayton Moves Judiciously," "State Street Prioritizes & Gives Guidance on Corporate Culture" and "BlackRock to CEOs: Purpose Drives Profit," and additional information & resources on our Human Capital/Workforce Management and Corporate Culture pages. This post first appeared in the weekly Society Alert!