• Putting people and culture at the heart of corporate governance

    When I returned to the world of HR after two years in the non-HR wilderness, many of my former contacts asked me what had changed about the profession in my time away. My answer: materially not that much, but what had shifted hugely was the context. ...
    • 31 Oct 2019
  • How to network

    First things first: very few people actively like networking. Even those of us who are naturally good at it don’t joyfully bounce into a room full of strangers, thinking ‘great, these are friends/colleagues/clients I haven’t met yet...
    • 25 Oct 2019
  • Developing skills for the 21st century workplace

    There’s no shortage of data telling a story around a skills mismatch between employers and the labour force. The last annual (2018) CBI/Pearson report on skills and education found that two-thirds of employers fear there will be a lack of suffi...
    • 8 Oct 2019
  • Corporate governance and culture: Moving beyond box ticking

    Cliches become cliches for a reason, and ‘culture eats strategy for breakfast’ is one such example. As experts within the people profession, you will know culture is multifaceted; that it is hard to define, harder to measure – but ...
    • 19 Sep 2019
  • Executive pay can’t exist in a vacuum: RemCos need broader people expertise

    Few would argue HR doesn’t have a leading role to play in setting reward strategy for an organisation’s broader workforce. But at executive levels it can be a different story, with decisions over top pay led by remuneration comm...
    • 21 Aug 2019
  • Investors and human capital: the role of HR leaders

    Back in 2015, when I was editor of HR magazine, I wrote a piece exploring whether investors were finally beginning to take workforce data seriously when it came to making valuation decisions about a company. In it I cited research that foun...
    • 15 Jul 2019