Member Since: 5th Sep 2006
I am a consultant, researcher, writer, trainer and speaker focusing on strategic people management and organisation design. I have worked in HR and change management for 20 years (including as an HR Director). I am based in the UK but have a global focus to my role.
I help HR departments raise the level of their ambition to have more impact in their businesses. This often involves developing innovative, value creating people management strategies, sometimes focused on the development of human, social and/or organisation capital (see my books / blog for more details on these outcomes).
I also design and implement strategic HR programmes, for example in talent management or culture change. And I help increase value in individual HR processes eg performance management.
I also help HR teams develop their own strategic capabilities.
My latest book is The Social Organization.
Main focus today is delivering and facilitating learning through the Jon Ingham Strategic HR Academy.
Strategic HR Academy Trainer and Learning Facilitator Jon Ingham Strategic HR Academy
14th Jun 2019
For your further information, and quite coincidentally, I got to see Gary Hamel speak, and interview Michael Porter about my suggestions on organisation strategy recently. This is my summary of their points, confirming my arguments in this article: http://strategic-hcm.blogspot.com/2019/06/creating-inspirational-busines...
7th Jun 2019
Thanks Sarah. It's a build. Adding value ("is being asked") comes first - what do we do to help the business do what it needs to do. Then it's about looking for additional creating value opportunities on top. These come from understanding the people, in the context of the business, but mainly about the people. But my experience is that it's the creating value part that both provides the difference that makes the difference, and gets people in the rest of the business sitting up and taking notice of HR.
4th Jun 2019
Hi Sarah, thanks for your support, but no, that's not what I mean. Both of your points are what I call Adding Value. In point 1, "people contribute directly to the service" indicates the business really thinks it's the service which is important, not the people. In point 2, "how can... help..." again puts people in a secondary, supporting role. They're both good points, but they're not Creating Value. Stick with the rest of the series for more explanation (next piece on Friday).
6th Jul 2015
There are two wars (it's a nasty and inappropriate term but let's leave that aside.)
There is a war for talent. Degrees may be commonplace but McKinsey suggest businesses could be short of 85 million workers with college degrees or vocational training by 2020 globally. If you've got one, you're going to be in demand. But I think this war is largely about more specific skills that other don't have - often combinations of technical and soft skills, and a good personal brand. These aren't the sort of people who are going to be on PeoplePerHour.com, though they may be designing, coding or marketing this. These people are already and will become even more highly marketable, and can command their own price. They have won the war.
At the same time, it's predicted there will be 95 million lower-skilled workers who could be unemployed. Basic talent marketplaces give these people a huge new opportunity, but here, it's the computer alogorithm that's won. People just need to be grateful for what they can get and hope their jobs don't get automated with the computers undertaking these roles for themselves. So it's still not where you really want to be, at least if you live in a high cost of living location.
We need to encourage young people to develop more higher level skills. That's really the only way to keep ahead of the algorithm.
Stats from McKinsey's No ordinary DIsruption - see http://strategic-hcm.blogspot.co.uk/2015/06/mckinsey-no-ordinary-disrupt....
1st May 2015
The worst example I've ever come across is this articlee on Harriet Green - no surprise she didn't last long at Thomas Cook: http://www.managementtoday.co.uk/news/1228258/thomas-cooks-harriet-green...
23rd Feb 2015
Matt, just came across this looking back from my posts on the new HRZone site. I thought you might like to know that I've come round to the idea of love at work: http://strategic-hcm.blogspot.co.uk/2015/02/new-hr-love-social-capital-h.... Only took me 7.5 years but I got there.
2nd Oct 2014
If I understand the article then I completely agree. That's why my the approach I recommend to HR measurements is HR scorecarding - based on a HR strategy map, like Kaplan and Norton's approach for a business. There are details here: http://www.slideshare.net/joningham/the-hr-scorecard.
6th Aug 2014
Thanks for the tip Peter.
I've just noticed that I've written a second book according to them - a city guide to Toronto! http://www.amazon.co.uk/Jon-Ingham/e/B002BM2SSW
I must say it was much easier to do than my first one.
9th Jul 2013
And some complete tosh too. There's plenty of evidence that groups make poorer decisions than individuals. It depends how it's done. And one of the factors is good leadership.
2nd Nov 2012
Yes, Vineet Nayar's got the plot, absolutely. I did a series of posts on his approach, based on an interview with him I was very lucky to have, referenced here: http://strategic-hcm.blogspot.co.uk/2010/07/interview-with-upside-down-c...