人力资源在高层领导选拔与培养中的作用

Role of HR inselecting anddevelopingsenior leaders The CIPD has been championing better work andworking lives for over 100 years. It helps organisationsthrive by focusing on their people, supporting oureconomies and societies. It’s the professional body forHR, L&D, OD and all people professionals – experts inpeople, work and change. With over 160,000 membersglobally – and a growing community using its research,insights and learning – it gives trusted advice and offersindependent thought leadership. It’s a leading voice inthe call for good work that creates value for everyone. Report Role of HR inselecting and developingsenior leaders Contents Introduction3 1What is ‘good’ senior leadership?32Link between effective senior leadership and organisational outcomes83What practices are used to select senior leaders?104What practices are used to develop senior leaders?145Role of HR in selecting and developing senior leaders186Organisational structures and characteristics required207Recommendations22 Acknowledgements We would like to thank the individuals and organisations who took part in theinterviews and focus groups: Kelly Angus (Regional Director of Workforce, Training and Education and Chief PeopleOfficer, NHS England – North East and Yorkshire & North East and North CumbriaIntegrated Care Board (ICB))David Balls (Principal Consultant, Helix People Solutions)Claire Burns (People Director, Abraham Moon & Sons)Janet Campbell (HR Director, Restoration and Renewal Delivery Authority)Jo Carlin (Senior VP HR Europe, Firstsource)Nebel Crowhurst (Chief People Officer, Reward Gateway)Damian McAlister (Chief People Officer, Ulster University)Morven McLean (Head of Global Leadership and Talent Development, Arla Foods)Toria McPhaden (Head People Services, RAF)Rebecca Monk (Chief People Officer, Softcat)Anna Ogilby (People Development Lead, UKHSA)Dean Shoesmith (Chief People Officer, Croydon Council)Sue Swanborough (Interim and Fractional People Director)Malcolm Taylor (Head of Capability and People Development, UKHSA)We also thank Nathan Palmer, Yass Rad and Rachel Lewis from Affinity Health atWork for undertaking the research and drafting this report. Publication information When citing this report, please use the following citation:CIPD. (2025)Role of HR in selecting and developing senior leaders. London:Chartered Institute of Personnel and Development. Introduction Good senior leadership is vital in providing organisations with the right strategicdirection and oversight. But what are the skills, capabilities and knowledge thatsenior leaders should be equipped with? Specific contributions required from seniorleaders can depend on context, so senior leaders are expected to take a longer-termperspective, set strategic direction and play a broader role in motivating people, moreso than other leaders. To support HR professionals tasked with selecting, developing or advising on seniorleadership positions, we have taken an evidence-based approach to understandingcurrent practices, drawing on academic research and practitioner experience toanswer the following questions: •What does good (and poor) senior leadership look like?•What is the link between effective senior leadership and organisational outcomes?•What practices are most effective in selecting and developing senior leaders?•How can HR best support the selection and development of senior leaders?•What organisational structures best facilitate this? For the purposes of this research, senior leaders have been defined as those at anexecutive level in an organisation (such as a chief executive officer or chief peopleofficer), and those senior leaders who report into these roles. What is ‘good’ seniorleadership?1 ‘Good’ leadership is a topic that has generated much debate and research. For anHR practitioner approaching the selection or development of senior leaders, it isimportant to reflect on what leadership looks like at this level. Views of what good looks like are shaped through education, experienceand context Perceptions of good leadership come through exposure to different examples andtheories, with leader and follower identities impacting these perceptions. Exposure to theoriesAn individual’s understanding of leadership can come from leadership development training, during study (eg study of leadership specifically or HR or a related discipline),through reading, social media content or academic sources. Participants highlighted how learning about leadership theories (eg transformationalleadership) through training exposed them to ways of thinking about leadershipwhich subsequently shaped their views and the ideas they shared within theirorganisations. The academic literature reflects the leader archetypes mentioned by the participants in more detail, though often these relate to leadership more generallyrather than explicitly senior leadership. Given that there are both a wide range of leadership theories and no single agreed-upon definitio