Traditionally, corporate boards have left leadership planning and development up to their CEOs and human resources departments primarily because they don’t perceive that a lack of leadership development in their companies poses the same kind of threat that accounting blunders or missed earnings do. This article explains what makes a successful leadership development program, based on their research over the past few years with companies in a range of industries. They describe how several forward-thinking companies (Tyson Foods, Starbucks, and Mellon Financial, in particular) are implementing smart, integrated, talent development initiatives.
Content: Article
Authors: Jeffrey M. Cohn, Laura Reeves, Rakesh Khurana
Source: Harvard Business Review
Subjects: Human Resources, Management
Authors: Jeffrey M. Cohn, Laura Reeves, Rakesh Khurana
Source: Harvard Business Review
Subjects: Human Resources, Management
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