ANITalent management has become a critical agenda item in corporate boardrooms, with directors expanding their oversight beyond the traditional focus on CEO succession, reported TOI.
While overseeing the CEO’s replacement was once the primary talent-related responsibility, boards are now dedicating substantial time to broader talent development and leadership pipelines throughout the organisation. According to a recent survey by executive search firm Egon Zehnder, many boards spend several hours each quarter actively discussing talent strategies, with 60% investing more than three hours quarterly.
Rahul Rana, head of leadership advisory services at Egon Zehnder India, notes that talent management has evolved into a significant governance topic, with boards allocating nearly a quarter of their meeting time to it — a stark shift from five to ten years ago when the focus was mostly on compensation and CEO succession alone.
From Passive Oversight to Active Talent Strategy Engagement
According to the report, the shift doesn’t mean boards are micromanaging talent but rather that they are setting clear expectations for leadership regarding workforce planning, leadership development, and succession beyond just the CEO role.
The survey highlights that 90% of boards prioritize succession planning for multiple leadership roles, typically targeting 8 to 10 critical positions. Despite this growing involvement, more than half of CHROs still perceive boards primarily as governance bodies rather than proactive strategic partners.
Many HR leaders (48%) express dissatisfaction with how current leadership development efforts are preparing future-ready leaders. Challenges remain in internal talent readiness (72%) and securing strong leadership sponsorship.
Consultant Rushali Burman points out ongoing issues with internal mobility and whether leaders are ready to embrace new mindsets and identities as they transition into leadership roles. Aligning employees’ personal purpose with organisational goals continues to be a focus, with 82% of companies believing this alignment drives better performance, noted the news outlet.
Challenges in Leadership Development and Future Readiness
Despite increasing board attention on talent, many organisations face hurdles in cultivating future-ready leaders. Nearly half of CHROs feel that their leadership development initiatives have not fully met expectations, indicating a gap between programmes and actual outcomes, said TOI.
Internal talent readiness remains a significant concern, with 72% of organisations struggling to prepare leaders adequately for evolving challenges. Additionally, strong leadership sponsorship is often lacking, hindering the effectiveness of talent strategies.
The ability of leaders to adapt to new roles and mindsets is also questioned, highlighting the need for organisations to invest more in mindset shifts and purpose-driven leadership to enhance internal mobility and performance.
While overseeing the CEO’s replacement was once the primary talent-related responsibility, boards are now dedicating substantial time to broader talent development and leadership pipelines throughout the organisation. According to a recent survey by executive search firm Egon Zehnder, many boards spend several hours each quarter actively discussing talent strategies, with 60% investing more than three hours quarterly.
Rahul Rana, head of leadership advisory services at Egon Zehnder India, notes that talent management has evolved into a significant governance topic, with boards allocating nearly a quarter of their meeting time to it — a stark shift from five to ten years ago when the focus was mostly on compensation and CEO succession alone.
From Passive Oversight to Active Talent Strategy Engagement
According to the report, the shift doesn’t mean boards are micromanaging talent but rather that they are setting clear expectations for leadership regarding workforce planning, leadership development, and succession beyond just the CEO role.
The survey highlights that 90% of boards prioritize succession planning for multiple leadership roles, typically targeting 8 to 10 critical positions. Despite this growing involvement, more than half of CHROs still perceive boards primarily as governance bodies rather than proactive strategic partners.
Many HR leaders (48%) express dissatisfaction with how current leadership development efforts are preparing future-ready leaders. Challenges remain in internal talent readiness (72%) and securing strong leadership sponsorship.
Consultant Rushali Burman points out ongoing issues with internal mobility and whether leaders are ready to embrace new mindsets and identities as they transition into leadership roles. Aligning employees’ personal purpose with organisational goals continues to be a focus, with 82% of companies believing this alignment drives better performance, noted the news outlet.
Challenges in Leadership Development and Future Readiness
Despite increasing board attention on talent, many organisations face hurdles in cultivating future-ready leaders. Nearly half of CHROs feel that their leadership development initiatives have not fully met expectations, indicating a gap between programmes and actual outcomes, said TOI.
Internal talent readiness remains a significant concern, with 72% of organisations struggling to prepare leaders adequately for evolving challenges. Additionally, strong leadership sponsorship is often lacking, hindering the effectiveness of talent strategies.
The ability of leaders to adapt to new roles and mindsets is also questioned, highlighting the need for organisations to invest more in mindset shifts and purpose-driven leadership to enhance internal mobility and performance.
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