FACILITATION PAST ENGAGEMENTS
Colchester University Hospital NHS Foundation Trust
Brought in to explore talent management just after the Francis Report was published, Rachel joined the hospital in turbulent times and stayed for over 2 years working with a pressurised and under resourced HR team to provide support and development for medical and non medical staff at the Trust as well as equipping leadership with real time staff engagement data and consulting advice about what was needed to turn the Trust around.
As a consultant with Hay Group, one of Rachel's most extensive engagements was working with EDF Energy in the negotiation of a significant change in their reward structures.
This involved a huge programme of organisation mapping, staff workshop delivery and union negotiations. Rachel developed trusting bonds with management, staff and union participants and acted a key facilitator of open communication between all parties throughout the process.
Hay Group worked with Carlsberg on a global leadership development programme to be delivered across all offices using local Hay Group resources. This led on to a global Culture Change programme which developed and delivered standard behaviour measures, and aligned cultures across the Carlsberg group.
Rachel was initially involved in the Carlsberg Poland Leadership programme to facilitate the relationship between the local Hay Group resources and Carlsberg. This resulted in the development of a highly successful two stage programme, coaching 30 senior managers in leadership behaviours, staff impact and cross functional working.
At the launch of the Culture Change programme, Rachel went on to facilitate the executive team, blending input from senior managers with executive expectations for future business culture.
This resulted in Carlsberg approaching Rachel as a Hay Group Associate to continue working with the Poland office to provide additional facilitation and leadership development. She also facilitated a broader session with the top 40 managers in exploring and challenging the results of their leadership development activities. As part of this project, Rachel provided feedback to the executive team around their role in meeting the business challenges for Carlsberg Poland in 2008/9.
Procter and Gamble
As a result of merger activities, a new team was formed combining individuals with a variety of backgrounds, cultures, geographies and personalities. To facilitate the team's effective formation and success, Rachel set up a series of half day meetings focused on personal and team development. These included the use of Myers Briggs, understanding cultural differences, and coaching.
To build on and complement this learning, Proctor and Gamble also commissioned Rachel to run a half day workshop on Emotional Intelligence based around the Daniel Goleman model. This workshop was designed to take the people beyond an intellectual understanding of the model and get them to generate real examples of EI in their own working environment. The workshop built an appetite within the group for EI as a tool, and Rachel went on to deliver one-to-one feedback and coaching to each team member.
This in turn led to the provision of a further, open format, and challenging workshop based on both the EI composite data, and Rachel's own observations during the feedback sessions.
Rachel continues to provide one to one coaching support for Proctor and Gamble.