Document Type
Report
Abstract
Interviews with 22 members of public and private company boards revealed their beliefs about and expectations for CHROs in the Chief Executive Officer (CEO) succession process. Board members distinguished between credible CHROs who can add significant value to the process and those CHROs who they do not want to see included in almost any aspect of the process. When credible, board members want CHROs to have confidential conversations with the current CEO, to create processes and development plans for potential successors, and to provide their own independent insights regarding candidate strengths and weaknesses. Directors noted that CHROs who add value must display expertise, honesty, transparency, courage, and the ability to build trusting relationships.
Publication Date
2017
Disciplines
Business
Copyright
© 2017, University of South Carolina
Publication Info
2017.