Member Since: 23rd Dec 2014
Kate’s passion at work is for bridging the gap between technology and people at work, translating for HR professionals the language of HR systems and making meaningful their potential. She believes that success with people technology is through people and that people are the differentiator.
Using simple techniques drawn from HR experience, project management, business psychology and analogy with everyday life, Kate presents and explains how to work well with technology and technology projects in an HR leadership role.
With a background in contrasting private and public sector HR management, Kate developed her thinking in seeking for herself to understand her first HR systems project-work. Currently she leads as Managing Director for Phase 3 Consulting, offering an independent take on the HR systems market in the UK.
Kate’s guiding principle is that openness offers knowledge-sharing, credibility and trust, best delivered with incorrigible enthusiasm.
Managing Director Phase 3 Consulting
9th Feb 2019
Thank you for contributing another voice of a 'stop story' because one thing that my own has revealed to me is quite how many of us do go through such experiences. You've picked a word that is going to crop up a lot in this series: control. Control and mastery and choice in our working and worklife balanced lives are vital levers as to whether we thrive, through stresses good and bad. I'm really pleased for you that a new role has won you that flex! And yes, I do hope you'll get plenty more ideas and inspiration by reading the rest of the series. Thank you so much for commenting.
7th Feb 2019
Thank you, Luke. I think power is an interesting thing when it comes to stress - at work (particularly the closer to "the top" we get) the position of power and its responsible use brings untold stress, together with for some the fear of loss of power or powerlessness. Some of the things that I'd like to show in this series are how that's true whether or not the stress you experience you perceive to be "good" or "bad" - one of the ways in which the life of a keyed up business person gets personal! And how surprisingly the greatest sense of true power over your stress can come from the smallest of actions. I hope you enjoy the rest of the series.
28th Nov 2017
Thanks Nicky - and I very readily agree with your views here on analytics, particularly the place for the human value-judgements that certainly for foreseeable futures rest with HR to complement what the tools can do. I do think important to note the in-house scale of data points in large organisations (like Unilever) in contrast to the majority of context. Most will need to look to benchmarking and also to use those vendor partnerships to explore options for aggregated people data - to get the scale for meaningful insight. Plus only the larger organisations can afford the in-house analytics capability....Much discussion at another CIPD event (the Analytics Workshop in November too) about therein a key role for using consultants in the partner mix too.
28th Oct 2017
Thank you, Jamie - to hear Arianna speak at HR Tech World this week was inspirational. It is commonplace to profess a wisdom in wellness, worklife balance, holism and business ethics. Likewise in competitive advantage, leadership and the bottom line. But to profess to and to evidence both strikes of someone whose tips are worthy of taking note of. I urge all to make their own version of her "augmented humanity" in the organisation that you lead.
12th Oct 2017
Thank you, Paul, for a feature offering more weight of argument and real case study for HR in the promotion of the now little disputed benefits of mindfulness at work. I have a concern that in our case for mindfulness, we can assume that it is "time out" of work that's required for such an organisational programme - it is a personal work belief that the mindful "time during" is that which can make the most viable and most effective impact. I'd like to see more low-key suggestions made by promoters about how employees can be mindful in their words and actions that are a natural part of the hour-by-hour working day.
14th Sep 2017
Thank you Dean and Jamie for a thought-provoking interview! I'd love to talk to you more about the implications of the AI tech sitting on top of HR solutions. Some strong points made here - and I'd challenge some of those - but I can see that it's not too long before we should be assuming that an HR UX for our employees is to include a chatbot service. Quite right about the low-hanging fruit of HR transactions! Not so sure therefore we can argue that the bot itself isn't transactional. And massive potential value if the (e.g.) ubisend tech can return me, as an HR leader, the transactional data as behavioural insight. Interesting tech times ahead!
18th Aug 2017
With thanks to Dorothee for a clear summary of the Hackett Group research, I'd like to highlight an interesting missing part of the striking call all-round for HR to get to grips with digital and with tech. That is that we have not yet encapsulated what it means to be an HR tech/digital professional. Either we can adopt partner models (in itself a new mindset for many HR leaders) or we can remodel our own in-house/in-HR capabilities. Both are very interesting strategic options for the profession!
4th Aug 2017
Thanks Jasmine - you got me hooked to finish your article and I appreciate that you've offered one clear ask of a recruiter: namely to make a deliberate choice between 2 ways of thinking (performance v. potential fit). Sensible advice. I find fascinating the current conflict HR faces between our understanding of (a) big data potential (b) "gut" gaining credence in business psychology and (c) algorithmic reliance in today's tools. Which way things will increasingly move I don't like to guess just yet!
30th Jul 2017
Paul, your feature here is wonderful! If nothing else I am firmly egging you on with the self-help book title, which has to be a winner! Please tell me when you publish! More seriously, I find myself exceptionally lucky to - as you advise - write like I have a purpose. It helps enormously when your content is intimately connected to something else in your life. In my case, I find the energy to put those hours in because of a faith in a set of industry beliefs that I'm also seeking to share in the other-life of my company role. You are quite right: keep the day job as your inspiration.
21st Jun 2017
Thank you Katherine and I am enjoying your HR Zone features. And here you're giving HR all the evidence-base for a key question I have right now about new people technology capability to derive value from this kind of "pulse": how do we capture the blind spots? How, in this case, do we find out what's going on with the disengaged, those who don't respond to our surveys or use our tools? I think that a key HR challenge in months and years ahead is to start to use the lateral thinking of (perhaps) the analysts to fathom how to turn around the difficulties. Including that which you rightly present here. Many thanks!