How Boards Can Engage Investors On Human Capital Management
Boards are now broadening their oversight to capitalize on the criticality of more diverse, equitable and inclusive organizations—and strong organizational culture.
Boards are now broadening their oversight to capitalize on the criticality of more diverse, equitable and inclusive organizations—and strong organizational culture.
For humans to thrive in a world of increasing automation, we have to make the most of our distinctly human strengths—which means being deliberate about cultivating wisdom, empathy and creative problem-solving in our workplaces.
In an environment where stakeholder concerns can move stock prices, directors should reassess the risks associated with saying they are for racial justice but failing to take actions that indeed make things more racially just.
As boards delve more deeply into talent challenges than ever, we asked Mirian Graddick-Weir, Merck’s former CHRO and a current board member at Yum! Brands and Booking Holdings, for the inside track on oversight of human capital strategy. She shares some tips—and some hard-won wisdom.
Companies that drag their feet on addressing workplace issues risk shareholders intensifying efforts to effect change—and some of those efforts could take other forms, which would not be welcomed by board members.
We need to raise our expectations of both managers’ responsibility to connect with teammates and the expected results of contributors who choose to do remote work.
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