L. Duksaitė | Why do we hardly see HR people on boards?
We often hear even from shareholders: we need a "people person" who feels for people. But as soon as that role is put forward, the road to the boardroom table is closed. Why?
Why do we still hardly see people and cultural leaders on boards?
It seems simple – they have to pay to help the company make money. But in practice, this is still rare.
We often hear, even from shareholders: we need a “people person”, someone who feels for people, someone who is like a “mother”. But as soon as that role is put forward, the road to the boardroom table is closed.
To become a board member, the Head of People and Culture must:
- raise issues that matter to business,
- be able to discuss with colleagues not only about staff, but also about products, sales and finance,
- develop entrepreneurship and the ability to see the big picture.
Only then will there be a seat on the Board – alongside “serious” managers.
I shared these thoughts on the first day of HR Week Lithuania.
Photos. DELFI / Andrius Ufartas
