Strong HR leadership has, by many measures, never been more important to business development. And yet, there aren’t enough candidates ready to lead. Gizem Weggemans, head of HR practice, and Karim Jalbout, head of technology, spoke with People Management on how the profession can bridge the gap.
Egon Zehnder’s Global Semiconductor Practice Group recently assembled a group of human resources executives from some of the world’s leading semiconductor companies for a dinner conversation focused on the trends and challenges facing the industry.
With the rise of artificial intelligence in business, the technology has been used in more and more complex applications in recent years. And it is now starting to conquer the field of human resources – likely one of the most complex fields to be addressed by computers.
Egon Zehnder hosted an intimate roundtable discussion on the impact of Amazon’s second headquarters, with a focus on the DC, Maryland, and Virginia region (DMV). The event brought together fourteen regional business leaders and several members of Egon Zehnder’s digital practice for a thought-provoking discussion on the potential opportunities and threats Amazon HQ2 presents to the region.
According to an Egon Zehnder survey of 402 CEOs from 11 countries, 68% of company chiefs said that they weren't fully prepared for their role as CEO. As new CEOs adjust to their roles, HR leaders can educate them on the value of human capital management (HCM) and how strategies for hiring, training and development, compensation and other HR functions line up with organizational goals.
According to Egon Zehnder’s Jean-Pierre Pedrazzini, most CEOs operate at just 50-75% of their potential, and before being able to transform their company, CEOs first need to transform themselves. In an interview with ‘Agefi’s Elsa Floret, Pedrazzini discussed the results of Egon Zehnder’s global CEO survey, how the role of an executive is changing and how to measure the potential of a future CEO.
According to Vivek Khemka, who co-leads Egon Zehnder’s CEO Practice in India, chief executives are, in general, quite confident in their skills and their abilities, but at the same time also admit that certain parts of the role have proven more challenging and isolating than anticipated.