The Leaders Role in Developing Talent NEW
|Date||3 October 2018|
|Time||8:30-15:30 (Timezone: Europe/London)|
|Venue||Henley Business School, Greenlands Campus|
It is no longer enough to say that if you pay upper quartile against the market that you will attract, retain and develop the right people. Nor is it true to say that when you attract a great person, they are likely to stay for some time or that HR is there to manage talent. The relationship between an employee and employer is nowadays more multifaceted, more individualistic and more discretionary.
They are consumers of the career experience your organisation can provide, and leaders are the relationship managers as well as the more traditional role of work directors. In this context, the role of the leader in talent becomes that of a broker between the needs and attributes of an employee and the opportunities, benefits and requirements of the organisation – where both must be met in equal measure. In this event, we will explore this more complex equation and some of the dilemmas that a leader needs to solve in order to leverage talent in this environment – and what this means for their approach and skillset.
ORGANISATION | LEADERSHIP
THP, The Henley Partnership, Leadership, Talent, Change, HR, Business, Retention, Performance.
Nick Kemsley was Co-Director of the Henley Centre for HR Excellence from 2010 to 2016, and was awarded a visiting professorship in 2014. He became an Executive Fellow in 2017.
Nick runs his own consultancy business and is an experienced HR leader with a background in wider business. He specialises in aligning organisation to strategy, and increasing HR functional effectiveness.
In his corporate career, Nick reached group vice president level and has spent time as a senior partner in a world-renowned consulting business. An engineer by training, he has a wealth of experience from working in top businesses including Rolls-Royce, GE/GEC-Alsthom, Mars, BOC Linde Group, Prudential, Travelport and Korn Ferry Hay Group.
As an HR leader, Nick set up or led specialist functions at global, regional and local levels. He brings a practical, pragmatic and business-focused perspective to the discussion around organisational capability.