A case study series giving advice from senior HR leaders who have successfully moved to non-executive director roles
With workforce issues rising up the corporate agenda, there is a growing need for expertise around people matters on boards. Many of the challenges currently faced by organisations come down to people management, including hybrid working, closing skills gaps, talent attraction and retention, EDI and workforce mental health.
It’s therefore not surprising that CIPD research suggests an increasing openness from hiring chairs around appointing people professionals as non-executive directors.
Senior HR leaders bring expertise to boards in the following critical areas:
As one HR director-turned-NED explains:
"I noticed in the early years [of being a NED] that the board didn’t understand the strategic importance of the people agenda. And the HR profession suffered because of that. Now there is more recognition about the importance of the people agenda…I’m beginning to hear people say: 'I need somebody who understands how I move my people, this large, monolithic global organisation, from where it was to where I need it to be.'"
So, if you are an HR leader with aspirations to build a portfolio career of non-executive directorships, what do you need to consider and how do you position yourself for success?
We interviewed six HR leaders about their transition to non-executive director. They give advice for HR leaders on:
Read our case studies below.
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