Talent acquisition leaders often struggle to have their voices heard at board level. While the work they do is seen as an essential component of a company’s growth, their input is rarely taken into account when major decisions are made at board level.
But could CEOs be making a big mistake in not allowing their TA leaders a seat at the executive table?
We certainly think so, and here’s why.
Spend any time in a board meeting or chatting with the CEO about work-related matters and very soon one thing becomes clear — c-level executives are all about the data.
They live for facts and figures. Data is what keeps them up at night as they ponder their next major business decision. But most importantly, it’s how the successful ones help a company grow.
So it makes absolute sense that the departments and leaders whose input the CEO values most are those that can back up their proposals with solid data.
In the not so distant past, this value placed in data left the recruiter or HR professional at a disadvantage. While they had plenty of stats and figures for the hires they made, this data carried little weight at board level, particularly when it came to business strategy.
Ask any CEO or c-level executive about the planning that drives a company and you’ll hear a lot about sales planning, financial planning, and even business planning in general. What you’ll rarely hear them speak of though is people planning. Sure they may mention workforce planning, but generally speaking, it’s quite far down the list of perceived priorities.
So why is this?
For those of us who work in the recruitment industry, the importance of talent acquisition is clear – it’s vital for business success. However, for those at board level, the importance of an ongoing and long-term strategy to identify candidates for future vacancies in the company might not be so clear.