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Chris BennettAugust 2012

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A very big subject!

Those at the top set the tone of the organization and those in the enterprise will seek to model their behaviour

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Organizational human capital strategy and risk management

Board & director effectiveness

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The key issues

Strategy and risk assessment

Operational effectiveness and risk assessment

Human capital risk management

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Recruitment/sourcing

Talent management

Performance management

Effective use of the human assets of the enterprise

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Strategic alignment

Ongoing operations

Risk assessment

Acquisitions, disposals, market entries and exits

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How can the Board assess operational effectiveness in human capital management?

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Risk identification and articulation

Classification of risk

Are plans to address identified risks in place?

Do effectiveness measures align with risk identification and classification?

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Why is human capital management different for this group? Who’s responsible?

Is the Board a “team”? Should it be?

What is the Board Chair’s role?

Board & director performance review

Reviewing the CEO’s performance

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Why?

◦ It’s required◦ Benefits of doing it

How?

◦ A very quick overview of a process

Reviewing the CEO’s performance

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What are the key human capital risks that we face?

Which are strategic and which are operational?

Have we articulated the risks?

Are actions in place to address each risk?

What measures are used to assess our HC strategy and risks?

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How does our overall HC strategy support our business strategy?

What are the key lines of our HC strategy?

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What kind of Board are we?

When did we last discuss our role?

What committee structure do we need?

How effective are we as a Board and as directors?

What is an appropriate process of Board & director performance review?

What process do we use to identify and balance the skills of the Board?

Who is responsible for the learning and development of Board & “C” suite members?