Between 2017 and 2021, the number of appointments of HR leaders to corporate boards increased by 300%. Its analysis is based off the Russell 3000, which represents 97% of the U.S. equities market by capitalization and identifies all HR leaders...
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A multitude of crises in recent years—a global pandemic, wildfires, severe weather events, social unrest, supply chain upheaval, talent shifts, inflation and other economic issues, and the war in Ukraine—has created turmoil in business, ...
To stay relevant and effective, corporations and their board of directors must do more than ride the wave of change; they must anticipate and prepare for the demands and responsibilities...
Leading boards move beyond a reactive stance. Rather than seeing Human Capital Management (HCM) only as risk management, directors can frame it as a strategic opportunity....
Creating a healthy board culture isn’t a “one and done” exercise. It’s important to review it and evaluate it periodically so that it becomes a regular goal for improvement....
ACLN members exchanged views about how they tackle expanding responsibilities and shared good practices for running effective committee meetings...
It’s an indisputable fact: no two boards are the same. However, there is one thing that they all have in common: the need to bring on fresh talent to meet the demands of the company’s evolving requirements. And sometimes that means adding...
The stakes for having the right mix of directors have never been higher. Board composition and director succession practices continue to face heavy scrutiny in the marketplace, led by activist shareholders, proxy advisors, regulators and, increasingly, governments and community advocates...
Board turnover in the CSSBI 100 remained at about 10%, with close to 100 new NXDs appointed to CSSBI 100 boards during Spencer Stuart’s twelve-month tracking cycle. Close to two-thirds (64%) of CSSBI 100 board chairs had five or less years of tenure serving in the role, a notable sign of ongoing board leadership...
Companies with a market capitalization of more than $10 billion and with women on their boards outperform comparable businesses with all-male boards by 26% worldwide over a period of six years. Companies with gender-diverse boards have fewer instances of problematic business practices, such as fraud, corruption, bribery, and shareholder battles, and are associated with more transparent disclosure of stock price information...