The pressures on directors have been
intensifying as their jobs become more complex and as competitive
pressures exert a relentless need to adapt, change and produce instant
results. Meanwhile they face market discontinuities, conflicting
priorities, and closer press and public scrutiny in an era when the
demand for transparent accountability is heard from all quarters.
Executive turnover has increased, with a consequent search for new
directors.
In such an environment, how can executive
directors retain a sense of self-confidence, sustain integrity, learn
effectively and collaborate warmly with their fellow directors?
1. the regulatory context affecting
directors’ development and HR: David Jackman, Head of Training
& Competence, Industry Training and Business Ethics at the FSA: the
responses to regulation ~ the relationship between regulators and HR ~
ethical values ~ the role of HR in ethics.
2. development needs of directors: David
Smith and John Keary of kha: executive director development
survey ~ the needs and challenges ~ executive coaching ~ the process for
good coaching.
3. the cultural setting: Barry
Crittenden, Director of E-business and HR, Euler Group ~ the corporate
personality ~ non-financial drivers ~ the business oriented HR director.
4. the way forward for HR: engaging
directors as business partners ~ the context for director performance
and development ~ coherent business strategy ~ executive social capital.
Plus two ‘best practice’ appendices on:
