Talent is a key differentiator of corporate performance - boards must manage and monitor the risks it poses. Leading companies recognise that talent, more so than capital or technology, is an invaluable and scarce resource, presenting one of the greatest barriers to growth particularly in fast-growing markets such as Asia.
Boards of top-performing companies look well beyond traditional talent discussions (CEO succession and executive compensation). They treat talent measurement similar to financial metrics - by requiring robust analytics and clear links to business value. They understand which talent segments are critical for business success and require greater assurance around talent-related threats to performance. They differ from competitors' boards based on their deeper understanding of critical talent issues impacting strategy and performance.
Peter Cappelli is the George W. Taylor Professor of Management at The Wharton School and Director of Wharton's Human Resources Center. He has been a Distinguished Scholar of the Ministry of Manpower for Singapore since 2007 and serves on the Chief Human Resource Officers Board Academy, which advises on corporate board governance issues. He has been a Guest Scholar at the Brookings Institution, a German Marshall Fund Fellow, faculty at MIT, University of Illinois and University of California at Berkeley. He serves on Global Agenda Council for the World Economic Forum and a number of advisory boards. He was recently named by HR Magazine as one of the top 5 most influential management thinkers.
Peter holds degrees in Human Resources from Cornell University and Oxford, where he was a Fulbright Scholar. His key publications include Talent Management: Managing Talent in an Age of Uncertainty, The India Way: How India's Top Business Leaders are Revolutionizing Management (co-author) based on interviews with CEOs of India's 100 largest companies, and a companion study - The Tao of China, based on equivalent Chinese leaders. Notable among his several consulting projects was a report that led to the revision of requirements for the Boards of Directors of AmerisourceBergen, a US Fortune 100 company.
"I find this series very practical and extremely beneficial and would highly recommend more board directors and senior executives to attend this series to facilitate mutual understandingly of perspectives between board and management."
Seah Choo Meng
Director, Mapletree Industrial Trust Management Ltd.
"I benefitted greatly from the session. The ideas and insights stimulated thinking on the strategic role that board members can and should play to advance the talent agenda in organisations. Congratulations on a well-run and thoughtful session!"
Trustee, Singapore Institute of Technology
"Talent is an important topic to get into the board agenda - nothing more important than having the right leaders in the right jobs at the right time."
Chng Sok Hui
Board Member, Housing & Development Board