04 · Executive
A Board Dashboard for People Risk
Do not present dozens of HR metrics; present the risks, choices, and decisions the board needs.
Start with the risk question
The question is not ‘What is turnover?’ but ‘Where could we lose capability that prevents strategy execution?’ Use five categories: leadership and succession, critical capability, capacity and wellbeing, conduct and culture, and compliance and worker rights. Link each to a plausible event and business impact.
Use measures that lead to a decision
For each risk choose an outcome measure, a leading indicator, and an intervention threshold. Succession coverage is an outcome; candidate readiness and development time are leading indicators. State data quality: a precise number from a weak source can mislead more than an honest range.
Tell a one-page decision story
For each issue use six lines: the risk, why now, exposure, indicator trend, management options, and the decision required. Add the cost of inaction and the cost of the options. This turns an activity update into an investment and oversight conversation.
Use a quarterly governance rhythm
Fix the measure definition, owner, and source; review thresholds quarterly; and record the board decision, action owner, and due date. Do not use a board dashboard to monitor individuals. Use aggregated data that protects privacy and reveals enterprise risk.
General professional guidance—check local law and approved company policy before implementation.