{"id":464,"date":"2006-07-06T01:00:39","date_gmt":"2006-07-06T09:00:39","guid":{"rendered":"https:\/\/systematichr.com\/?p=464"},"modified":"2006-05-29T09:39:59","modified_gmt":"2006-05-29T17:39:59","slug":"a-checklist-for-leadership-development","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=464","title":{"rendered":"A Checklist for Leadership Development"},"content":{"rendered":"

We all hate this talk about “HR having a seat at the table.” It’s a tagline that getting old and perhaps a bit insulting. The truth is that HR has the influence to spearhead initiatives such as leadership development, but that influence is effective only when combined with the ability to mobilize the senior executives and the board to act in a consistent and methodical approach. This approach fulfills not only the the strategy though process that HR facilitates, but also fulfills the employer brand.<\/p>\n

A couple weeks ago, I talked about PMO and project management<\/a>. HR may not be the ultimate sponsor of leadership development or the employer brand. Ultimately, the board owns the decision for the next CEO, and they can at any time trump HR in regards to the emplyoer brand. However, think about these strategies as a project, and HR must influence the implementation and keep driving towards the vision with a group of executives and the board. If HR cannot become the facilitator for leadership development, this is a major risk to the “project” as HR would be the lead subject matter expert.
\nNow for the checklist:<\/p>\n

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