Corporate boards should look for an executive risk leader with these particular qualities to help them oversee and govern an increasing number of unfamiliar and complex risks that threaten the business.
With a rise in cyber-attacks predicted, organisations are struggling to keep pace with hackers and cyber-criminals. One reason, according to a survey: Organisations don’t have confidence in their staff’s ability to respond to incidents, and some report having difficulty filling jobs.
Changes at the top, even the best planned ones, reduce shareholder value in the short term, according to research by PwC’s consulting group. But firing the CEO without having a successor lined up is costlier.
Many managers think their companies do a good job recognising employees for their efforts, but employees don’t see it the same way. A new report shows the divide between management and staff, and it offers tips for bolstering recognition practices.
Aligning employee skills development to corporate performance targets and establishing quantitative targets makes training programmes more effective, a McKinsey survey suggests. Companies can accomplish this by following three steps.
Demands from activist shareholders are on the rise around the world. CFOs can play a role in helping their companies take the right approach to listening, and responding, to activists.
A majority of companies in Latin America, the Middle East, and Asia Pacific do not have enough leaders-to-be ready to assume top-level roles, according to a Mercer study.
Companies with a well-conceived, well-communicated strategy for interacting with customers are more likely to have financial success, according to a new survey report. The report offers four key findings about how high-performing companies think about and carry out customer-engagement strategies.
Organisations with strong leadership and talent management practices can increase revenue 2.2 times faster than those with weak talent development, a new global report says.
CFOs must prepare themselves to make critical decisions regarding IT investments. They don’t need to become technologists, but they do need to ask the right questions to make sure they understand an investment’s business impact.
While some employers see flexible working policies as an essential talent retention tool, others raise concerns about the impact on organisational culture and relationships with colleagues.
The success or failure of a merger or acquisition often rests on whether key employees can be persuaded to stay on as part of the new venture, yet the ideal talent retention strategy remains elusive.
Employee loyalty is an increasingly rare commodity, according to research by the American Management Association. And while companies recognise the consequences for their businesses, such as low morale and increased absenteeism, tackling the trend is not a major focus for the majority of organisations.
Motivational and leadership skills were the most important factor for promoting professionals to management positions, according to a recent survey of marketing and advertising executives. Leadership and soft skills are also important in the finance realm.
US finance chiefs are more willing now than a year ago to negotiate starting salaries. But they are struggling to find skilled candidates as well, according to a new Robert Half survey.
About three-fifths of executives say long-term incentives motivate them to remain at their current organisation, according to a global survey by the Association of Executive Search Consultants. Most members of the C-suite reported receiving an increase in pay during the most recent fiscal year.
Too many business leaders worldwide are ill-prepared to tackle today’s most pressing challenges, research suggests. But talent management consultants offer nine tips to recruit and develop more effective leaders.
