Following the publication of our report Coaching – Business Essential or Management Fad?, our inaugural webinar examined the current state of the coaching market and addressed how organisations could be more thoughtful in their approach and evaluation of executive coaching.
Karen is a CRF Associate. She has worked extensively across all sectors on the issue of organisation effectiveness, particularly developing sustainable strategic capability. She has also published books on the global aspects of effectiveness – ‘Leading International Teams’ & ‘Globalisation: The internal dynamic’.
Karen has extensive experience working with high potential leaders globally and in the last nine years has conducted targeted research into the challenges of attracting and retaining the talent needed to lead organisations healthily in times of complexity and ambiguity. Recent clients include Tesco, G4S, UK & UAE Civil Service, AB Foods, a global humanitarian agency, Lloyds, John Lewis, Zentiva and Marketform.
Karen is an accredited Power & Systems facilitator and finds this approach to be transformational particularly for leaders in mature organisations, freeing their energy for change and creating healthy and human workplaces. She is an effective keynote speaker as she brings practical depth and breadth to her contributions.
Sally is VP of Coaching at GSK and is based at the Headquarters in Brentford, London. The remit of her role is to head up coaching across GSK – setting the strategy for coaching globally as well as coaching individual executives herself. As such, she is responsible for building internal coaching capability, developing the coaching skills of leaders and managing the quality and use of external executive coaches.
She was responsible for setting up the Coaching function in 2010, and prior to that was VP Leadership and Organisation Development in the Global Manufacturing and Supply Division. Prior to that, she held positions responsible for Executive Development, and Organisation Development in Pharma Europe – making a total of 17 years at GSK.
Her prior background was in Management Consulting having spent three years in the US working with Gallup on identifying talent and what makes talented people different. She commenced her career participating in the Marks and Spencer Graduate Management Programme in the UK.
She holds a degree in Psychology and Anthropology, an MBA, she is accredited with the ICF to PCC level. She is currently studying for a Doctorate in Coaching. She also holds Certificates and Diplomas in Executive Coaching and Coaching Constellations, a Certificate in Organisation Development from NTL as well as various Leadership and Organisation Development qualifications.
She was a contributor to the End Maleria book published in 2012. She lives in Hampshire with her son and enjoys skiing with him on snow and plastic.
Chris Woodman founded Leadenhall Consulting in 2011 with a view to providing Coaching and HR Advisory services to Financial Services Firms in the City of London and has built a client base of high quality firms in financial services, the public sector and not-for-profit sectors.
In a career spanning nearly 30 years, Chris has worked in six industries and worked for major organisations including Ford Motor Company, Fidelity Investments and the London Docklands Development Corporation. He has served on the Executive Committee of two publicly listed companies, COLT Telecom and Aspen Insurance Holdings Limited and as Executive Director, HR, headed up HR for Fidelity International, a major private company. In addition to managing Human Resources, Chris has also managed Marketing and Property teams.
Chris obtained a masters level Advanced Certificate in Executive Coaching from the Bristol Business School, University of West of England and a Level 7 Advanced Certificate in Executive Coaching and Mentoring from the Institute of Leadership and Management. With considerable practical experience as an executive and previous responsibility for leadership development in his career, Chris’s strength is in helping executives in improving their management and leadership performance, focusing on results and measurable improvement.
Comfortable working with senior executives, Chris asks searching questions in an open and frank style, in the interest of helping clients understand themselves and find solutions to the challenges that they face. He expects executives to own their decision-making and find their own solutions, but is on hand to guide them through the process and to share experience and observations drawn from his own career where it helps adds value.
As an executive Chris was regularly called upon to coach CEO’s, CFO’s, COO’s and other senior colleagues. As an Executive Coach his recent assignments include Chief Investment Officer (Asset Management), Chief Financial Officer (Asset Management), Chief Information Officer (Insurance), General Counsel (public sector), Global Head of Audit (Broker), Planning Director (public sector), Operations Director (not for profit), Head of Communications (not for profit) and Senior Underwriter (Insurance). Chris is a qualified user of psychometric tests, in particular Saville and Holdsworth and Hogan instruments and regularly conducts 360° degree audits using either instruments or interviews.
Gillian PillansResearch Director Corporate Research Forum
Gillian PillansResearch Director Corporate Research Forum
Gillian has worked as a senior HR practitioner and OD specialist for several organisations including Swiss Re, Vodafone and BAA. Prior to her HR career, she was a management consultant with Deloitte Consulting and is also a qualified solicitor.
As CRF’s Research Director, Gillian has written various reports and papers on subjects including HR strategy, organisation design and development, leadership development, talent management, coaching and diversity.
In Mercer’s recent Global Talent Trends Study, only four percent of HR leaders reported that HR is seen as a strategic partner in their organization. Furthermore, over 80 percent indicated that their talent processes need an overhaul. How did the gulf between what HR intends to be — a strategic partner — and how HR is perceived — an undervalued resource — get so big?
There are several talent trends driving the question around HR’s value. The prevailing HR operating model, and how organizations have implemented it, also brings challenges. This paper examines these issues and provides Mercer’s view on what HR can do to redefine its value in today’s evolving talent economy.
Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It’s a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment. This is a unique opportunity…one you will never have the chance to do over. How can you make the most of it? This paper by Mercer looks at the areas you should focus and the aims you should strive to achieve.
The 2016 Mercer Global Talent Trends Study examines how the changing landscape impacts today’s workforce, and how organizations are responding. Mercer asked employers and employees what really matters in the workplace, what skills are in demand, and how they are building their capabilities - individually and organizationally – to take on future challenges.
Having a diverse representation of talent in the organisation isn’t the goal. Instead, when diverse talent feels included, valued and a core part of the team without having to become like the ‘norm’, then organisations see substantive gains in creativity, engagement and productivity. But how can we create an inclusive culture that supports diversity and productivity?
Our CRF webinar examined how talent management can be better aligned with the needs of the organisation, as well as organisation strategy and purpose. During the 45 minute programme the panel assessed key challenges in talent management today and the steps HR professionals can take to reinvent talent management for the 21st Century.
This CRF webinar examined the effectiveness of organisations’ investments in leadership development and explored how the area needs to evolve. During the 30 minute programme, the panel assessed the leadership market and discussed how organisations could be more thoughtful in their approach and evaluation of their leadership development.
Following the publication of our reportCoaching – Business Essential or Management Fad?, our inaugural webinar examined the current state of the coaching market and addressed how organisations could be more thoughtful in their approach and evaluation of executive coaching.