Corporate Research Forum


Our 2020 Programme

CRF’s 2020 programme covers a broad range of business and HR topics applicable to organisations seeking to achieve sustainable performance in a highly dynamic context. Topics include: 

  • What do great organisations look like, and how can we build and sustain them? 
  • How is HR’s role evolving in an age of technology-driven change, and what capabilities do we need to develop in order to remain relevant? 
  • How can we improve our capacity to predict and plan for the future? 
  • How do we design highly effective leadership development, and keep it relevant for the challenges of today’s organisations? 
  • What is the latest thinking and what are the emerging practices in talent management, diversity and inclusion, and employee health and wellbeing?

HR's Agenda in the Organisation of the Future

Talent Management: Careers, Development And Succession In A Changing Landscape

Corporate Research Forum

Southside, 105 Victoria Street, London, SW1E 6QT |+44 (0) 20 3457 2640


© Corporate Research Forum

The business context faced by our organisations is evolving rapidly, characterised by technology-driven change, industry disruption on an unprecedented scale, and social, political and demographic upheaval. As the demands of businesses are changing, so too must the purpose, capability, and actions of the HR function adapt in response. This masterclass and report will set out the changes HR functions need to make.

The project will highlight how HR’s operating models need to evolve in line with changing business and organisational models and broader societal change. We will look at how HR can help build future-proof organisations capable of continuously adapting, and how to bridge the gap between where we are today and where we need to be. In this research we will seek to provide answers to the following questions:

  • How is the purpose of the HR function evolving? 
  • How does HR’s operating model need to change to become more agile, responsive to change inside and outside the organisation, commercial and technology savvy?
  • What role can and should HR play in helping the organisation build capability to anticipate and make sense of changes in the external environment and form strategies to respond to them? How can HR help bring the outside in?
  • What role should HR play in strategy development, and how can HR improve its contribution to discussions of business strategy?
  • What capabilities do HR leaders need to develop in order to help their organisations effectively face the future? What options are available for developing these capabilities?
  • What examples are there of HR leaders and functions that demonstrate these capabilities and what can we learn from them?

Wednesday 17 June
Online Event

Thursday 18 June
CRF Member Event

Tuesday 16 June
CRF Member Event

HUGH MITCHELL is the former Chief Human Resources and Corporate Officer of Royal Dutch Shell. He is currently Vice Chair of Edinburgh Business School, a visiting lecturer at London Business School and continues in a range of HR Advisory roles. Hugh has served as a Board member at IMD Business School and The Centre for Advanced HR at Cornell University.

Tuesday 19 May
CRF Member Event

Jump to theme:

Jump to guest contributors:

CRF contributors:

Masterclass, Research Report and Webinar

Masterclass, Research Report and Webinar

Managing Director

Mike has worked in Senior HR roles in the US and Europe with major international businesses including Avon, Rowntree, Unilever and Hewlett Packard. He founded CRF as a research consortium to investigate the principles and practices that make a difference in people management. He applied the same principles in forming PARC, a research group investigating good practice in the area of performance, reward and governance. He is also a founder of Strategic Dimensions, a leading HR recruitment business.

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 Research Director, Gillian has written various CRF reports on subjects including HR strategy, organisation design and development, leadership development, talent management, coaching and diversity.

Formerly UK HR Director of BAE Systems, the FTSE 100 defence, security, and aerospace company, John’s experience and strengths lie in business and HR Transformation, Organisation Development and Employee Relations. Prior to joining BAE, he held a variety of HR roles in Engineering, Technology and Manufacturing businesses across the Telecommunications and semi-conductor industries including Matra-Marconi Space where he was HR Director for the UK and, latterly, Group HRD.

Carmen is responsible for creating, expanding, and diversifying CRF’s digital learning and development content. Prior to joining CRF, Carmen spent several years designing digital learning solutions for higher education at Cengage Learning. 

GILLIAN PILLANS has worked as a senior HR practitioner and OD specialist. Prior to her HR career, she was a management consultant and is also a qualified solicitor. As Research Director, Gillian has written various CRF reports on subjects including HR strategy, organisation design and development, leadership development, talent management, coaching and diversity.

JOHN WHELAN MBE is a Director at Corporate Research Forum (CRF). Formerly UK HR Director of BAE Systems, John’s strengths lie in Business and HR Transformation, Organisation Development and Employee Relations. Prior to joining BAE, he held a variety of HR roles including Matra-Marconi Space where he was HR Director for the UK and latterly, Group HRD.


Talent management continues to dominate the agenda for CEOs, Boards and senior HR practitioners. Demographic change – a shrinking global population and ageing workforce are two key factors – fierce competition for critical talent, and changing expectations of careers are having a profound impact on the supply of talent. The ability to attract, retain and develop top talent is a critical driver of business performance.

Technology is an important enabler, but can force organisations down a ‘me-too’ path of standardising talent processes. This interactive masterclass and report will focus on four critical areas for organisations looking to build and sustain competitive advantage through talent:

  • Career Planning has changed dramatically over the last 20 years as single company careers are replaced by greater mobility amongst staff, easy access to education enables multiple changes of direction over a lifetime, and growing self-employment is disrupting the idea of a ‘career’. What new approaches to career management are emerging and how should we update our talent strategies? 
  • Succession Management often looks different in theory to how it plays out in practice. What does good succession management look like in today’s world, and how can we best use the new tools to improve our capacity to plan for and manage leadership pipelines? 
  • Retention of critical talent is for many organisations a key measure of the success of their talent strategies. How are retention strategies evolving in the new world of work? 
  • Talent Reviews are the key forum where plans translate into action. What are the common features of the most effective discussions, and how can we up our game?

DR. JESSICA FOSTER is a senior partner with RHR International, a 75 year old global leadership consultancy. She serves as the firm’s leader of Executive Bench, RHR’s newest venture focused on building innovative, behavioural-science-based solutions for executive succession. Her team specialises in systemic interventions that combine assessment, data analytics, and cohort development to build the next generation of enterprise leaders.

WENDY HIRSH works as a researcher and consultant,
specialising in the future-oriented aspects of people management – workforce planning, sustainable organisational performance, succession, talent and development. She is a Principal Associate of the Institute for Employment Studies and Visiting Professor
at both Derby and Kingston Universities. Wendy works across private, public and third sectors and has been researching how workforce planning in companies is responding to the uncertainties of Brexit.

PROF. MIKE ROSENBERG is an Assistant Professor
in the Strategic Management Department at IESE Business School, where he lectures on strategy, globalisation, and sustainability. He also serves as Academic Director on a number of the school’s executive education programmes and is author of Strategy and Sustainability, Strategy and Geopolitics and Managing Media Businesses.

Monday 9 - Tuesday 10 November
CRF Member Event


Wednesday 18 November
Online Event


Register WEBINAR

Let’s Get (Beyond) Physical: Crafting A Holistic Approach To Employee Wellbeing

Masterclass, Research Report and Webinar


Research report sponsored by:

Register LONDON

Wednesday 27 May
Online Event

Register WEBINAR


Employee health and wellbeing is not a new concern. However, while physical wellbeing has received a great deal of attention and effort, much less attention has been paid to employees’ mental wellbeing. Given that poor mental health in the UK alone is estimated to cost employers at least £33 billion per annum, there is potentially a strong business case for making mental wellbeing a priority. Furthermore, we are beginning to understand the impact of financial wellbeing on mental health – surveys show nearly half the workforce reports money matters as their number one source of stress.

This timely re-evaluation of employee wellbeing will explore in-depth its mental and financial dimensions, and the new imperative for organisations to craft a holistic approach to wellbeing. The masterclass and accompanying report will address the following questions:

  • What do we mean by mental and financial wellness, and what relevance do they have to business performance? What do good mental and financial health look like, and how should organisations be intervening to promote them? 
  • What is the relationship between financial, mental, and physical health? How do they interact and what impact does this have on individuals and their performance? Can a health and wellbeing strategy that fails to adequately address all dimensions of wellness be effective? 
  • What are the components of an integrated, effective and comprehensive wellbeing strategy? How can we measure its impact?

DR. ADRIAN MASSEY graduated from Southampton
University in 1997 and has specialised in occupational medicine since 2002. Adrian is a Fellow of the Faculty of Occupational Medicine and has been lead medical adviser to a wide range of organisations spanning the public and private sectors, including local authorities, police forces, insurers, financial institutions, telecoms, retailers, brewers, engineering and logistics. He feels strongly that the key challenge for occupational health is to empower managers in self-managing common health problems within the workplace, so that the health budget is targeted more effectively to rehabilitation. His book Sick Note Britain was published in February 2019.

DR. WOLFGANG SEIDL is a Partner and leads Workplace Health Consulting for Mercer in the UK and Europe, advising companies on health and wellbeing strategy, integrated healthcare, absence management and proactive interventions such as resilience programmes. He is a member of the Global Health Management team and founded the European Health and Wellbeing Network. Before joining Mercer, Wolfgang held senior appointments with Validium Group and Accor Services. He is a Doctor of Medicine with a Master’s in Psychiatry, Philosophy and Society and an accredited Counsellor and Psychotherapist.

DR. CARMEN VON ROHR is a social scientist with
extensive quantitative and qualitative research experience. She joined CRF in 2018 to contribute to research and learning content.

Bringing Down The Walls: Lessons In Social Mobility

Spring Lecture


Effective Leadership Development: Practical Solutions To Essential Challenges

Masterclass and Briefing Paper


Briefing paper sponsored by:

Future Insight: Responding to Trends, Threats And Opportunities

Masterclass and Briefing Paper

Diversity And Inclusion For The 2020s: New Imperatives And Enduring Challenges

Masterclass, Briefing Paper and Webinar

Building and Sustaining Great Organisations

International Conference 2020

Tuesday 31 March
CRF Member event

Register LONDON


Monday 20 - Tuesday 21 April
CRF Member Event




Wednesday 22 January
CRF Member Event

Register LONDON


Thursday 10 September
CRF Member Event

Register LONDON

Wednesday 16 September
Online Event

Register WEBINAR
Register ATHENS


Monday 12 - Wednesday 14 October
CRF Member Event

IMD Professor of Finance Arturo Bris, Director of the IMD World Competitiveness Center, will take us on a world tour of global competitiveness, surveying financial, economic, technological and social development. Looking at the issues as a series of walls – between generations, between rich and poor, between genders, between economic powers, between people and their leaders and between us and our planet – Bris will examine what it will take to break down the barriers that divide us.

Professor Bris will argue that we need a greater sense of urgency to tackle the blocks to our progress. Some walls, such as gender and climate, can only be broken down by a shift in mindset. Others, like trade wars and immigration, require action. Progress will require collaboration: governments, companies and society working together to solve our urgent problems. Underpinning all of this is the need to put technology at the service of people.

What’s the way forward? Bris will take a holistic view, with responsibility shared between individuals, governments, and corporate entities. We will have to move towards more inclusive prosperity, which ultimately is the backbone of competitiveness.

The lecture will be followed by drinks and canapés, and the opportunity for informal networking.

PROF. ARTURO BRIS leads the world-renowned World Competitiveness Centre at IMD Business School and is the organisation’s Professor of Finance. Prior to joining IMD, Arturo was the Robert B. & Candice J. Haas Associate Professor of Corporate Finance at the Yale School of Management. A Research Associate of the European Corporate Governance Institute, and a member of the Yale International Institute for Corporate Governance, he has worked extensively on issues of corporate governance, financial regulation and international valuation.

Our 2019 research, Digital Disruption: Exploring the Implications for Leaders and Leadership Development, examined the leadership capabilities required for success in the digital age and the implications for leadership development. In this interactive and practical workshop, attendees will work collaboratively, prompted by the latest thinking in leadership development from IMD faculty, case studies and facilitated discussion among participants. 

Attendees will have the opportunity to:

  • Compare experiences around the critical leadership challenges faced by their organisations and share how they are tackling them 
  • Gain deeper insights into the principles of effective leadership development and consider how these might be implemented within their organisations 
  • Consider how to design leadership development programmes that deliver strategic business value 
  • Discuss how to evaluate the impact and effectiveness of leadership development and how to apply these ideas in practice 
  • Collaborate with peers in co-creating solutions to leadership challenges in their organisations.

PROF. JENNIFER JORDAN is a social psychologist
and Professor of Leadership and Organizational Behaviour at IMD, where her teaching, research, and consulting focus on the areas of digital leadership, ethics, influence, and power. Her work has appeared in numerous scientific journals and she was also a contributor to the books Leadership at the Crossroads: Psychology and Leadership and The Handbook of Organizational and Managerial Wisdom. Prior to joining IMD, Jennifer was an Associate Professor and Rosalind Franklin Fellow at the University of Groningen in The Netherlands and a post-doctoral fellow at the Kellogg School of Management and Tuck School of Business in the United States. She received her doctoral degree and masters’ degrees from Yale University and is a member of the editorial board of the journals Leadership Quarterly and Organizational Behavior and Human Decision Processes.

History is littered with organisations which should have seen what was happening in their industry, yet failed to take action, and now no longer exist. We have armies of people responsible for strategic planning, budgeting, and developing future leaders. And yet organisations struggle to predict how their markets are evolving, and to make timely changes to respond to external threats and opportunities. Your people most likely know what’s happening in your market, and what your organisation should be doing. Often, however, this information doesn’t get acted upon.

This event and the accompanying report will explore why organisations are so poor at spotting what is happening in front of their eyes, and how we can help our organisations avoid the vicious cycle of creative destruction. We will seek to answer the following questions:

  • What organisational mechanisms are required to scan the environment in a structured way? 
  • How can we build capacity to detect weak signals, and most importantly to take actions today to prepare for different outcomes and experiment with alternative solutions? 
  • What leadership capabilities do we need to improve our capacity to anticipate the future and act on it? 
  • What are the elements of an organisation culture where people feel they can speak up about what they see and how to respond? 
  • How can we build agility and flexibility in the right places, so we are controlled and ‘tight’ where it’s essential, while remaining ‘loose’ where necessary?

Interactive and challenging, this masterclass led by Margaret Heffernan gets to the heart of organisational performance and the need for constant scanning and future proofing.

MARGARET HEFFERNAN produced prize-winning radio and television programmes for the BBC for ten years. She then ran media and software companies in the UK and the US. She is the author of five books, including Wilful Blindness (a finalist for The Financial Times Best Book award), A Bigger Prize (winner of the Threshold Prize) and Beyond Measure. Her TED talks have been seen by over eight million people. She mentors senior leaders and chief executives, and writes for The Financial Times.

A Google Scholar search of ‘diversity and inclusion’ reveals that nearly 9,000 new scholarly works have been published since 2018 alone. Dozens of conferences address the topic and awards, initiatives, and social media campaigns abound. And yet, despite D&I remaining near the top of many organisations’ agendas, we have barely moved the dial in the last decade. 

Our 2020 update aims to raise the discussion several notches, by exploring emerging themes and focusing on what HR can really do to meet its goals. We will focus on four key themes shaping the future of D&I:

  • Diversifying diversity. Organisations are still working to achieve gender diversity, and yet building a workforce that is diverse across multiple dimensions is critical to meeting today’s challenges. What are organisations doing in other areas, such as racial/ethnic, socioeconomic, and other types of diversity? What business outcomes are truly diverse organisations seeing? 
  • Technology’s impact on diversity. AI and automation are poised to revolutionise work, but algorithms that drive AI can simply make bias and exclusion more efficient and automation often disproportionately impacts women. How can organisations embrace these technologies while being mindful of the potential risks? 
  • Inclusion and employee voice. How are organisations responding to this requirement, and how are they joining up employee voice with the broader inclusion agenda? 
  • Enduring challenges. Problems such as the gender pay gap, parity of leadership and inclusive cultures still exist. At the same time, some question whether we’ve ‘overcorrected’, while others argue that really nothing has
    changed. What is the reality? 

STEPHEN FROST works with individuals, teams and  organisations to embed inclusive leadership in their decision-making. Previously, he was Head of Diversity and Inclusion at KPMG, the London 2012 Olympic and Paralympic Games and Stonewall’s first Workplace Director. He was educated at Oxford and Harvard and has won numerous awards for his work. He has lectured at Harvard Business School, Singapore Management University and Sciences Po in France and serves as an Advisor to the British Government. Stephen is author of The Inclusion Imperative (2014), Inclusive Talent Management (2016) and Building an Inclusive Organisation (2019).

BARONESS DIDO HARDING spent seven years
as Chief Executive of TalkTalk plc. She oversaw the transformation of the company following the demerger from Carphone Warehouse, turning it into an award-winning provider. She led the campaign for greater competition in the sector, leading to the breakup of BT in 2017. She also led TalkTalk through one of Britain’s most high-profile cyber attacks, being praised for her transparent and strong crisis leadership. 
Dido is a regular commentator on the digital revolution and how Britain can become the world’s most inclusive, successful digital economy. Beginning her career as a consultant with McKinsey before embarking on a long career in retail, Dido held senior positions with Thomas Cook, Woolworths, Tesco and Sainsbury’s. In 2017 Dido became the new chair of NHS Improvement. She was also appointed as a nonexecutive director on The Court of The Bank of England in 2014 and served on the boards of The British Land Company plc and Cheltenham Racecourse. In 2014, Dido became a Conservative Life Peer.

STEPHEN CARVER lectures in Project Management, Action, Execution and Implementation at Cranfield University. He previously worked in the oil industry and for Virgin, having project and risk management experience in most sectors including banking, aerospace and insurance. Having spent most of his working life in business, his reputation as a lecturer is as a highly-informative and fast-moving storyteller. He is a prolific writer, much sought-after speaker and highly regarded as a global expert in his field.

MATTHEW INGLE founded Howdens Joinery Group in 1995 and was CEO from its inception until stepping down in 2018. As part of the MFI Group of companies, Howdens grew rapidly despite having to manage a significant pension deficit and legacy issues of its former parent company. Howdens’ ‘worthwhile for all’ culture, unique business model, innovative products and relentless focus on customer service set it apart from peers and competitors, and in 2017 was ranked the 7th best large company to work for by The Sunday Times. Today, Howdens continues its success story with a c.$2bn turnover and operations through the UK and Europe.

PROF. MICHAEL JACOBIDES holds the Sir Donald
Gordon Chair of Entrepreneurship and Innovation at London Business School, where he is Professor of Strategy. He is Academic Advisor to the Boston Consulting Group, Visiting Scholar at the New York Fed, and Visiting Fellow at Cambridge. He studies industry evolution, changes in firm boundaries, new business models, value migration and strategy in shifting environments, and looks at how digital ecosystems transform the business context. He teaches strategy, innovation, transformation and turnarounds.

WHITNEY JOHNSON is one of the 50 leading business thinkers in the world (Thinkers50) and an expert on disruptive innovation and personal disruption, a framework codified in the critically acclaimed book Disrupt Yourself: Putting the Power of Disruptive Innovation to Work, as well as the award winning Build an “A” Team: Play To Their Strengths and Lead Them Up the Learning Curve. Her proprietary framework and diagnostics were developed after co-founding the Disruptive Innovation Fund with Harvard Business School’s Clayton Christensen.

What is a ‘great’ organisation? How do you know you work for one? What can you do if your organisation isn’t ‘great’ today, but you’d like it to be? These are the questions we will be looking to answer. 

While the average shelf life of companies has greatly reduced over the last few decades, there appear to be enduring characteristics that mark out those organisations that deliver sustained high performance over the long term. Many researchers have developed models describing the distinguishing features of ‘great’ organisations. Although their methodologies and conclusions differ, there are a number of common themes. Great companies tend to have:

  • A clear purpose and values beyond making money: they develop and maintain an aspirational purpose/mission, an economic model of the business, a set of core values and norms of behaviour that are broadly communicated and understood.
  • The ability to be ambidextrous: optimising the core while developing new lines of business. 
  • Openness to the outside world: the ability to sense changes in the external environment, see and exploit opportunities before others. Continuous monitoring
    of the environment by a large number of people in the organisation, not just a select few responsible for strategy. 
  • Strong customer orientation: they maximise the surface area of the organisation that’s in contact with customers, and make it easy for decision makers to receive information about customer behaviour and respond fast to changing customer demand. 
  • An organisation design that enables fast, informed decision making: autonomy and devolved decision making, even in large complex organisations. They don’t allow organisation complexity such as matrix management to bog people down. 
  • A distinctive culture that supports innovation and experimentation: tests are constantly being run and evaluated. Failure is accepted as a legitimate outcome of experimentation and a vehicle for learning. Learning is applied to future experiments. 
  • Organisational resilience: the ability to bounce back from setbacks. 
  • Change viewed as ‘normal’ and ongoing: not something to be endured on a periodic basis. 
  • A culture where people can flourish: the rhetoric of investing in people is backed up by leadership commitment and action.

PROF. PATRICK WRIGHT is Chair in the Darla Moore
School of Business at the University of South Carolina and Founder and Director of the Centre for Executive Succession. Previously he was at Cornell, Texas A&M,and Notre Dame. A prolific writer, Pat’s main areas of interest are Strategic Human Resource Management, the changing nature of the Chief HR Officer role and the challenges and best practices in CEO succession.


Research report sponsored by:


Research report sponsored by:

SARAH GILLARD joined the John Lewis Partnership
in 2010, following a number of years working in fashion buying and merchandising for major high street retailers. She has worked in various roles for JLP, including trading, commercial strategy and operations. In 2017, Sarah was appointed Director, People Strategy, Insight and Assurance, leading the development and delivery of the People strategy and providing thought leadership and assurance on the evolution and sustainability of the Partnership model.

Research report sponsored by:


TRACEY GROVES is a renowned and highly effective educator with Duke Corporate Education, and an award-winning leader and champion of gender diversity initiatives to optimise the benefits of inclusion and valuing difference in the workplace. She is a Board Member of the City Women Network (CWN), championing executive women in business. At PwC UK for over 25 years, the last six years as a Forensics Partner, Tracey’s specialism is advising Leaders and providing advisory services on Corporate Governance, Leadership, Culture and Behaviours, Digital Ethics, Board Effectiveness, Organisational Trust and Ethical Business Conduct. In addition, Tracey is a leading voice in the analysis of the ethical impact of Artificial Intelligence (AI) and Digital Technology and has given evidence to the All-Party Parliamentary Group at the House of Lords on AI Ethics.


Briefing paper sponsored by:


Research Director


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HR Leader's Forum: Building Purposeful Organisations


Two-Day Residential Workshop

Better Conversations and Why They Matter

HR Leader's Forum: Building Purposeful Organisations


Everything that goes wrong in organisations occurs or is avoided in a conversation somewhere. Equally, everything that goes well starts with a good conversation. From engagement to motivation, inspiration, persuasion, collaboration, innovation, oversight, risk – all increase or decrease through conversation. 

Culture is discovered in conversation, innovation is sparked or throttled and collaboration results from conversation. Yet all too often the most difficult conversations are avoided, and what should be said goes unsaid. Better conversations are therefore a worthy, performance-improving goal. 

This practical workshop will enable participants to:

  • Understand the importance, nature and structure of effective conversations.
  • Through self-assessment, gain insight into their conversational style and preferences, learn how these create challenges for work relationships and explore and practise tactics for improving conversations.
  • Consider defensiveness, motivation, and honesty in
    conversations, and understand their importance and impact on increasing or decreasing trust. 
  • Structure conversations better to align the goals of those with differing motives. 
  • Practise applying the principles to challenging conversations.

This two-day workshop, led by Wanda Wallace in a collaborative environment of fellow professionals, provides an opportunity for constructive self-assessment with the aim of changing behaviours to improve effectiveness.

DR. WANDA WALLACE is Managing Partner of Leadership Forum. Dr. Wallace coaches leaders, conducts seminars, speaks and works with teams, emphasising the challenges of both building and sustaining productive relationships. In the last several years, Dr. Wallace has focused on helping women advance their careers as well as assisting corporations in engaging managers in the diversity agenda. Her latest book, You Can’t Know It All – Leading in the Age of Deep Expertise, was published in 2019.


This is an opportunity for participants to be challenged in their thinking around the role of HR, to share experiences with colleagues and to identify practical steps they can take to increase business impact in their organisation through the translation of strategy, purpose and brand into capability and effective culture. 

The event will be structured around three key themes:

  • HR’s role in creating and executing strategy and purpose. We will argue that HR’s role is not just to operate people processes, but to lead an internal process that translates organisation strategy and purpose into the capabilities and culture required for successful execution. 
  • Bringing organisational purpose to life. A clear sense of organisational purpose guides the actions of leaders and enables employees to relate their personal goals, values and sense of purpose to the organisation’s mission. To be authentic, the organisation’s external purpose should be reflected in its internal culture and representative of the actual experience of employees. We will discuss how to do this, and how traditional models of careers in companies are being challenged by individuals’ need for purpose. 
  • Aligning employee experience and employer brand. Consistency between espoused brand values, employee experience, organisational culture and environment is essential but hard to achieve in reality, particularly when trying to identify a red thread across multiple units or brands. We will examine how to achieve consistency, the impact of employees on the employer brand, and how to measure and evaluate the employer brand.

FREDRIK SCHULLER began his career at BTS in 2004 and has innovated many of BTS’ core services, developed and led some of BTS’ largest customer relationships and led one of its largest units: The Western and Southern US region. Fredrik is now a member of the European leadership team with special focus on the Nordics region, global Oil and Gas vertical, and BTS digital services. Fredrik has worked
with leaders and executives at many of Silicon Valley’s fastest-growing tech companies and the world’s largest Oil and Gas Majors.

AMY SAWBRIDGE After ten years as part of the Virgin Group, Amy now works freelance with companies helping to define what their brand stands for as an employer, and embed that through their employee experience. Passionate about creating consistent and authentic experiences, bridging the gap that often exists between the People function and Brand and Marketing, Amy has worked in a range of sectors:
aviation, fashion, healthcare, telecoms, banking and non-profit.

PROF. ALYSON MEISTER is Professor of Leadership and Organizational Behaviour at IMD Business School in Switzerland, where she supports global organisations in leading diversity and change, managing evolving and boundaryless career trajectories, and cultivating globally-minded, adaptive, and resilient leaders. She holds an HBA from the Richard Ivey School of Business in Canada, and a PhD in Management (Organizational Behavior) from the University of Melbourne in Australia.



Wednesday 19 - Thursday 20 February
CRF Member Event

Register LONDON


Thursday 5 March
CRF Member Event

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