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.
Rami Busbait shares his perspectives on the HR profession in the Kingdom, exploring the factors that have driven its development and the opportunities for HR to maximise its impact within Saudi organisations
Listen to episodes of HR People Pod, the CIPD’s fortnightly podcast providing expert insights from HR leaders discussing the topical issues impacting the world of work.
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5 نوفمبر, 2025
4 نوفمبر, 2025
Pearson encourages collaboration and community, whilst giving employees the freedom and responsibility to determine where and when they work
In the UK’s leading vehicle leasing organisation, agile working means a hybrid approach that brings the best of the office with the best of working elsewhere, with trust at its core
Principality’s approach to flexible and hybrid working focuses on ensuring colleagues are supported, connected and productive, regardless of how or where they choose to work
Scottish Water’s progressive approach to flexible working has been recognised by the Flexibility Works employer awards as one of the country’s Top 10 flexible employers in 2021 and 2022
