Member Since: 19th Sep 2011
Will heads up the consultancy practice of over 20 psychologists and development specialists at A&DC. He has over 15 years of experiance in consulting and is a Chartered Occupational Psychologist and Assessor on the board of the BPS Occupational Psychology Division. He has specific expertise in the development of talent management strategy and building the business case based on ROI evidence.
He has written widely on talent development, positive psychology, work-life balance, 360° feedback and learning agility in specialist journals and more general media such as the Sunday Times. He regularly speaks at HR practitioner conferences and has designed and delivered a number of programmes for the public sector including the, Job Centre Plus, Health Protection Agency and Surrey County Council, and private sector such as RBS, Allied Irish Bank, Lloyds TSB, NTL, Computacenter, Nokia and Shell.
He coaches senior executives through dealing with change and transition and supports the use of positive psychology principles in personal development. Will has held previous consulting roles with Mercer and International Survey Research as well as with Outward Bound Trust for several years early in his career as a leadership development tutor using outdoor development to support self-development using rock-climbing, sailing and abseiling.
Director of Consulting A&DC
16th Jan 2013
I completely agree with you that employee engagement is something that should be high on the HR agenda in 2013. Rewards and recognition can really make a difference to the morale of your staff, leading to a happier and more productive workforce. This not only benefits your employees as individuals, but your customers, and consequently, your employer brand. This is a virtuous cycle and the starting point is at the employee engagement element which has the potential to improve or reduce staff morale. This research has been widely shared as the service profit chain and used by retail and financial corporates such as HSBC, Tesco, Sainsbury etc. to influence customer satisfaction and external brand.
Given that the research found nearly two-thirds of complaints were the result of staff attitude and competence, it’s clear that a re-think of assessment methods may be required. At a&dc, for example, we have a tailored Situational Judgement Test to recruit, select and develop people connected with business critical customer facing roles and perhaps more importantly those that lead and manage them. This helps to ensure that employees on the front line are engaged and have the levels of morale so that they are able to deliver the face-to-face service that exceeds customer expectations, so that you don’t lose business to competitors.
7th Jan 2013
Thanks for your comment. I completely agree that workforce morale is key to increased productivity, but as to why companies struggle to adopt an open, nurturing environment, I have to say the answer isn't crystal clear. Perhaps it is fair to say that the issue of stress is still a fairly new and taboo subject, only rearing its head in difficult times. Or even the difficulty with identifying clearly where staff are stressed could be holding businesses back from a solution. I hope that more employers recognise this and that we start to see a decrease in the number of stress-related illnesses in the workplace. In the mean time though, I'd personally like to start seeing some best practice examples of how the HR community have shown a business benefit through a tangible reduction in stressed employees.
15th Mar 2012
Redundancy is a real taboo word in HR, but sometimes it is a necessary step for businesses to take – particularly in the current economic climate. Obviously it is unfortunate that KPMG have no choice but to go through the redundancy process, but as I mentioned in my recent blog post and a recent webinar, once the decision has been made, communication strategies need to be in place to limit the effects of this unpleasant time for staff.
People are naturally concerned and apprehensive about the unknown, so clear communications can help to ensure clarity and a thorough understanding of upcoming events. Ongoing communication and support can help to put people at ease during a redundancy or redeployment process. It is also advisable to provide information to employees on what to expect and what the process will involve.
Although in this case those directly affected will be informed personally, the redundancy process affects everyone including those left behind. As such the process of informing mass numbers of this bad news via a voicemail message can in fact affect the motivation and loyalty of those who remain behind.
Redundancy processes are never easy, but reassuring, clear and consistent communication can really help keep staff motivated and limit the damage to the organisation's reputation.