The Role of the Board in Behavioural Issues – Aligning business and human capital strategies

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PROGRAMME OVERVIEW


Boards and directors are being urged to take a much deeper interest in the human aspects of businesses for which they have responsibility, not least by the revised Malaysian Code of Corporate Governance. However, many directors, including those who serve on Nominating, Remuneration and/or Risk committees have little operational experience of the tools and techniques of modern human capital management. Effective human capital management is important to the success of a company as the management of financial or other tangible assets. However, it can be complex because the issues are by nature intangible and inter-related. Unintended consequences often arise and the interactions with other business strategies are complex. The Board is responsible for two “orientations” of human capital management:

  1. Organisational human capital strategy and risk management
  2. Board and director effectiveness

 

This module is the first in a series of three that aims to go beyond the legal and regulatory requirements to give directors a good, practical working knowledge of the tools and techniques so that directors can exercise their oversight and execution functions effectively.

 

Faculty: Chris Bennett

 

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