The newly appointed Chief Executive of a national charity, which had grown over time, asked me to explore how to address inequalities in the pay and grading system. Discussions with leadership revealed an overly flat structure allowing little opportunity for promotion or development and led to staff at the same grade undertaking widely different roles. [...]
The HR Director of a national museum wanted to update employee performance management – the existing system was generic and did not reflect the behaviours and competencies that were core drivers for the museum’s development. The museum didn’t have staff within the HR team experienced in systems development and I worked with the HR Director [...]
Following the creation of one organisation from a group of four, the Executive Director of a large housing association needed to completely redesign his directorate – there was duplication of roles and staff on different terms and conditions which was leading to performance inefficiencies. Working closely with the Executive Director, I reviewed core areas impacted [...]
In its bid to seek Charitable Incorporated Organisation status a charity was required to introduce new structures and operating processes whilst facing financial constraint. I undertook extensive discussion with the Chief Executive and leadership team to clarify requirements and understand how the people strategy needed to be adapted to ensure compliance. Having clarified the scope [...]
The Chief Executive of a large housing association was concerned that performance levels were below par and key staff were leaving the organisation. I worked with the Executive Team and directors to identify the causes – primarily the lack of a coherent approach to employee development – and to clarify their aspirations and what would [...]
