Time & Attendance
By Craig Fuller
Jan. 1, 1999
When we ask corporate directors what responsibilities are most important to them, they always point to reviewing the performance of key executives and providing for orderly succession.
As this trend grows in importance, the human resources executive may earn a place at the board table. Shareholders and investor organizations expect boards to set clear objectives for the CEO and other top executives, and to have orderly succession plans arranged in the event of a management turnover.
Human resources executives who lead their companies in developing and adopting effective succession planning and executive evaluations will play key roles on their own companies’ boards—and may receive invitations to serve as outside directors on the boards of other corporations. But what steps can a human resources director take to ensure board status?
Workforce, January 1999, Vo..78, No. 1, p. 40.
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