Time to rethink talent in the boardroom
Key takeaways Top insights from our global survey about corporate governance and talent 1) Many boards could be focusing more on talent-related issues. The biggest challenge is finding the time amid a growing list of priorities competing for boards’ attention. 2) It’s early days for AI discussions in most boardrooms. Most respondent organizations are just […]
Jo Iwasaki is Corporate Governance Advisory Lead, Karen Edelman is Senior Editor, and Yasmine Chahed is an Independent Research Consultant at Deloitte Touche Tohmatsu Limited. This post is based on a Deloitte memorandum by Ms. Iwasaki, Ms. Edelman, Ms. Chahed, Karen Bowman, and Kevin Tracey.
Key takeaways
Top insights from our global survey about corporate governance and talent
1) Many boards could be focusing more on talent-related issues.
The biggest challenge is finding the time amid a growing list of priorities competing for boards’ attention.
2) It’s early days for AI discussions in most boardrooms.
Most respondent organizations are just starting to think about their AI strategies.
3) Amplifying the talent experience will require boards to adopt a broader perspective.
Providing interesting work opportunities and workplace flexibility options and developing a workplace culture that instils a sense of belonging are becoming key focus areas.
Boards, like the organizations they oversee, are being pulled in multiple directions: The advent of innovative technologies like generative artificial intelligence, evolving stakeholder expectations, demands for climate action, the need for progress on diversity, equity, and inclusion, and the changing economic, political, health, and geopolitical landscape are all transforming the role of organizations in society. Ultimately, at the center of all this change are the people inside organizations doing the work.
To better understand how organizations—and boards, in particular—are addressing talent and the future of the workforce, the Deloitte Global Boardroom Program surveyed nearly 500 board members and C-suite executives in more than 50 countries (see “Methodology”). We also spoke with business leaders, investors, and subject matter specialists to get their insights on how boards are addressing this complex issue, where the obstacles lie, and what more boards could be doing to help build a robust and resilient workforce for the future.
The big takeaway? Many respondents believe their boards need to be more proactive about discussing talent-related priorities. But for some organizations, balancing talent discussions among the long list of topics on board agendas could be challenging.
