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20th Human Resource Summit. 9-11 October 2013, Marriott Hotel Brussels

We highly recommend this event with our Platinum Partner Summit Events! Having attended 2 of their events ourselves, previously, we know just how brilliantly these are organised and implemented and what incredible value they are.

Just a few places remain at the 20th annual Human Resource Summit, taking place 9-11 October, Brussels.

Are you seeking partners to address your HR challenges? Join Summit Events and learn what is innovative in the market place. The Summit facilitates a friendly, time effective and relaxed way for busy HR professionals to review a wide array of providers.

Over 65 Heads of HR have already confirmed their attendance. Here is the current list of confirmed participants.

Company Position
ADP Dealer Services Vice President of HR
Aegis Media HR Lead EMEA
Ahli United Bank (UK) Plc HR Manager
AIB Group Senior HR Business Partner,
Branch Banking
All3media Group Group HR Director
Ardagh Group HR Manager UK & Ireland
ASE PLC Head of Human Resources
Brighton & Sussex University Hospital NHS Trust Operational Director of HR
Buro Happold Ltd International HR Manager &
Head of Global Resourcing
Busaba Eathai Ltd HR Manager
bwin.Party Digital Entertainment Plc Head of HR Operations
Care UK Reward Director
Carlson Wagonlit Italia HR Director Italy and Greece
CGI HR Director Application Services
Coast Fashions Ltd Head of HR
De La Rue Holdings Plc Head of Remuneration
and Benefits
EBRD HR Manager, Mobility &
EC Harris Group Head of Human Resources
EPAM HR Manager
Financial Services Compensation Scheme Head of HR & OD
Gatwick Airport Head of HR Delivery
Gatwick Airport Head of Organisational
Genesis Housing Group Deputy HR Director
Glenmark Generics (Europe) Limited HR Manager W.EU
Harris + Hoole HR Director
Hermes Head of Organisation &
Learning Capabiility
IMS Consulting Group HR Director EMEA
Infosys BPO Head of HR EMEA
Keolis (UK) Ltd HR Director
Live Nation Entertainment International Human
Resources Director
London Overground Rail   Operations HR Director
Lowell Group Head of HR and Development
Manufacturing Commercial Vehicles Group HR General Manager
Marshall Aerospace and Defence Systems Head of HR
Mercer Senior HR Business Manager
Merit Medical HR Manager EMEA
Merit Medical Systems Inc Vice President, Global Human
Misys Plc Head of HR for Europe
MWV HR Director
Nando’s Ltd HR Director
Omnicom Media Group UK (OMG) People Director
OTP Bank Ukraine Head of HR Division
(HR Director)
PHD Media Head of People
Pitney Bowes Ltd HR Director Southern
Europe – France
PPG Industries Europe Director Human
Resources, EMEA
Publicis Ltd Group HR Director,
UK and Nordics
Radisson Blu Edwardian HR Director
Renault UK Ltd HR Global Manager
Royal Bank of Scotland HR Business Partner
Royal Mencap Society HR Director
SABMiller plc Head of Organisational
Development, Europe
Safran Power UK & US HR Business Partner
Scott Bader Group Head of Human Resources
SoundCloud VP People
Stagecoach South Western Trains Ltd HR Director
Starbucks (Marinopoulos Coffee Company) Regional Human Resources
Director South East Europe
SThree Global Head of
HR Business Partners
SThree HR Director
Telefonica Europe Talent and Development Manager
The Carphone Warehouse Group Talent Director
University of Exeter HR Director
Vestas Wind Systems Head of HR
Vodafone Plc (Italy) Head of HR Corporate Functions
WCG HR Manager
Zodiak Media Group SVP Human Resources


Are you a provider of HR business solutions to blue-chip organisations in the UK and Europe? The Human Resource Summit will guarantee you a minimum of 20 one-to-one business meetings with senior HRDs in just 2½ days and for a cost-effective, fixed fee!

All introductions are pre-selected by both parties prior to the Summit to ensure relevance. Delegates and suppliers complete a profile about their requirements/offering so meetings are well matched and productive.

Between 35-40 HR service providers to attend. Confirmed suppliers: Kenexa® Limited, an IBM CompanyLaw At WorkImpact InternationalAon Hewitt, XpertHR, and SimplyheathClick here to see the current supplier list.

“This is the first supplier conference that I’ve attended where I felt entirely comfortable. There was no hard sell. The suppliers were more intent on networking and understanding our business. It felt as if building a relationship with their potential clients was the priority; it wasn’t about forging a deal or closing a sale. I will definitely come back next year if you will have me! Deborah Newton, Group HR Director, All3media International

“Stands out as best value and best service/atmosphere of all events of its type. I started attending Summit Events’ HR Summit 18 years ago. We’ve never missed one since! That’s because it is quite simply the best B2B HR event of the year: the best organised, the friendliest, and we keep on getting great results. Have already booked for 2013!”
Peter Gannon, Managing Partner, invigor8

Would you like to learn more?
If you’re interested in attending a well-respected HR networking event that will enable you to find new partners and, most importantly, save you time and money, please contact Summit Events directly on 020 7828 2278 or email to receive more detailed information about the event.


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Exclusive Speed of Trust Invitation with Platinum Partner Franklin Covey

Exclusive Speed of Trust Session with FranklinCovey practice leader Simon McGlone

Simon McGlone. FranklinCovey

One of our Platinum Partners FranklinCovey, is consistently recognised across the globe as the content leader in Trust, Leadership, Productivity, Organisational Change, Execution, Sales Performance and Personal and Interpersonal Effectiveness. Because of that, they are frequently requested to deliver senior leadership sessions as organisations of all kinds have grown to know and trust them as business advisors.

The focus of The Speed of Trust is to help clients to develop and sustain a high-trust culture. This is achieved through a transformational process, which provides leaders with, the language, behaviour and tools to help them ‘grow trust on purpose’.

For more details about this opportunity or to book Speed of Trust Practice Leader, Simon McGlone, please contact the Franklin Covey Speakers Bureau by calling 01295 274117 or email


The Speed of Trust Transformation Process™ institutionalises new language and new behaviour in the context of real work. This simple repeatable process enables leaders as well as individual contributors to be more engaged, more committed and more accountable for change. The results have been groundbreaking.

This session is intended to provide you with an understanding of how you can achieve these groundbreaking results in your business. This indepth look provides a business case for trust and the case for trust at your organisation. You will experience a sample of the Speed of Trust content, including tools and exercises, taken directly from the Speed of Trust programme, to help you understand how you can deliberately increase trust within your organisation.

“The ability to establish, grow, extend and restore trust with all stakeholders – customers, business partners, investors and colleagues – is the key leadership competency of the new global economy”  Stephen M.R. Covey, Best Selling Author of The Speed of Trust


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Stephen MR Covey interview

On Monday 24th June at 5pm I’ll be interviewing New York Times and #1 Wall Street Journal best seller Steven M R Covey!

Click here to register now

Covey’s book ‘The SPEED of Trust’ has changed the landscape of how we look at the way we do business, and on this exclusive interview, Stephen will explain how trust drives employee engagement, enables success in the midst of change, and is the greatest leverage for executing your top priorities.

You really won’t want to miss this interview – LIVE at 5pm on Monday 24th!

Click here to register your place

‘See’ you there,


PLEASE NOTE: The recording of this interview will not be made available afterwards. The only way to listen is to be on the live call!

Register now


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Improving Team Performance

We have looked at how we can go about measuring team performance. This is an integral part of performance management but simply knowing and sharing all the details of team performance won’t improve it.  There has to be a shared desire in the team to improve with results that also benefit each individual team member.

Consider the defence team of a football side made up of a goalkeeper and three defenders.  Using the measures from the last blog post we know that this team is good, not exceptional but competent enough.  We could ask the team to improve and they could nod and agree.  Chances are nothing happens.  We show the team stats and figures, to display where improvements can be made.  There might be surprises and nervous laughter.  They all nod and look at each other, they can do better… nothing happens.


This has nothing to do with not wanting to improve team performance.  If the team is already performing then chances are they are in a routine or pattern that ‘works’.  At least for them, right now.  Small adjustments to the routine will provide small improvements over a short period of time but won’t result in significant change.  The routine is too strongly ingrained and old habits will start creeping back in.  There is the fear that by trying to improve they will ‘throw the baby out with the bath water’ and performance will drop.   They won’t ever  reach their potential by improving their team performance.

“Without deviation from the norm, progress is not possible.” ~ Frank Zappa

The problem is that significant change comes with significant upheaval.  Because of this if an outside force imposes change on a team, the team will unconsciously (or consciously) resist.  The desire to improve team performance must come from every team member.  The desire for change must come from within the team to ensure that change is entrenched and followed through.  The best (and perhaps the only) way to bring the idea of significant change into the team’s thinking is to lead them to discovering it themselves.

Discovering Team Performance

It can be very hard for anyone to admit they find some things challenging.  In a similar vein, some people lack confidence in their own natural strengths to recognise they do things better than others.  The defence team might have a great goalkeeper who isn’t in goal while the actual goalkeeper would prefer to have more freedom to move around the pitch.  It might be quite difficult for them to own up to this as these are significant changes but could improve team performance significantly.  This is where the value of an impartial profile test can be used to establish things that team members may take for granted both about themselves and each other.

So this is the starting point for improving team performance.

  1. An understanding that to significantly improve performance, significant change must be undertaken
  2. Leading the team to a point where they discover significant change is needed
  3. Provide a foundation of self and team awareness using an impartial tool such as a profile test.

The next step is to gather the team together with the measurements that you have gathered and use these as supporting material rather than jumping off points.  The team as a whole needs to discuss and examine both their own roles and the other members roles and performance.  This should be done in a relaxed and objective matter with the focus being on improvement to the team rather than the individual.  Insights from the team members and guidance from the profile test results should allow the team members to volunteer ideas of how they can help the team function more effectively.

Rather than concentrate on small ideas, big ideas (significant changes) should be encouraged and developed.  Areas where team performance is currently being subconsciously hampered should be explored with team members encouraged to contribute ideas of solving problems.  Skills should not be dwelt upon to the exclusion of ideas but skill gaps should be identified.

The final step is to draw these ideas together under headings.  Going back to the defence team we already have three headings.

  1. Stop the opposing side from scoring
  2. Take the ball away from the opposing side
  3. Get the ball to the midfield team

Duplicates should be discarded and ideas should be placed under headings that will have the most impact.  The anticipated results should be discussed between the team members with some approximate quantitative measures put in place with timescales.  The results should not only look at the benefit to the team but the benefit to the individual team members.

This ensures that the team is focused on the significant changes towards improving team performance.  The changes have come from the team and they can see the benefits on making the changes.  This will mean that the changes are more likely to be implemented with a massive improvement in results.

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Michelle ClarkeWhenever I speak to business owners or managers about the importance of Trust in their organizations, they all seem to ‘get’ it. However, there’s one question I get asked more than anything else:

“HOW can we raise the levels of trust in our organization?”

In other words, what are the specific steps we need to take in order to

a) Measure current trust levels, and;

b) Create an actionable strategy for consciously improving trust.

On Tuesday morning at 8.30am I am running a free online training session, designed to help you answer that very question for your organisation.

It’s called “Building Trust to deliver High Returns” and you can register your place using the link below:

Register here

On this free online training you will learn:

– Why Trust is such an important Value to build in your organisation

– How it directly impacts Business results

– How can you personally improve the level of Trust others have in you

– How you can measure the level of Trust you currently have in your organisation

– Specific steps you can take to quickly and easily to improve Trust levels

Register here

I look forward to seeing you there!


P.S. This online training will not be recorded. The only way to get this information is to be on the live training call, so make sure you register your place immediately and clear 60 minutes in your diary on Tuesday morning to make sure you can attend!

Register here

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What is Communication?

CommunicationIn order to get the most from performance management you have to have communication.  People, teams, departments and even seperate businesses need to communicate.  This is sometimes easier said than done.

When I think of the word communicate I imagine the transmission of ideas or instructions.  I also imagine the reception of those same thoughts and ideas.  In my head its very much two cans on a piece of string.  But that isn’t what the word communication actually means.  Communication comes from the Latin “communis“, meaning to share.  Its the same root as communal and community.

How much communication is undertaken with the thought of the recipient in mind?

People take in information differently.  Some prefer face-to-face, some written, some via the phone.  All of these have their own strengths and weaknesses in terms of practicality but if we are honest we communicate in the form we prefer.  This isn’t always the best way to ensure information is received.  Consider the preferences of the person you are communicating with.  How are they most likely to take in the information?

Some of the most common problems of communication is in misunderstanding.  The message is sent but not received correctly.  Again this can be solved by going back to the root meaning of sharing.  Ask for feedback on the message you have just sent, not only to allow for additional ideas or improvements but also to allow you to judge whether the message has been received correctly.  In this way you are not transmitting the message but are sharing it.

Top 5 Communication Tips

1. Remove complexity.

Consider two messages.  One is packed with jargon and tangents wildly.  The other sticks to the point and keeps everything as simple as possible.  Which is the easiest to understand?

2. Share as much as you can.

Often critical pieces of information are withheld, either through company policy or through error.  Ensure that you are aware of all the relevant information and give access to it through communication.  Ensure you ask whether the other party needs any other information to get the job done or have full understanding of what has just been said.

3. Remove barriers.

Hierarchy and communication processes can often stop the sharing of information.  Ensure that feedback is encouraged and that the best channels are identified, explained and used.

4. Foster co-operation.

Competiton drives problems in communication.  If people or departments are in competiton with each other, barriers will be erected and mistrust will fester.  Unite teams and departments through a shared purpose and encourage transparency to ‘get the job done’.

5. Involve others.

The best way to communicate is through knowledge of yourself and other people.  Be as clear and honest as you can be.  This will increase levels of trust in the team as you become reliable and approachable.  The Talent Dynamics Profile Test is a good place to start in knowing where your team’s natural strengths lie and where trust can be easily built.

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What is Motivation?

MotivationMotivation is something we all want and need.  We understand ‘what is motivation’, yet many of us find it lacking, especially when we work in teams.  Why?  Performance management looks at increasing the motivation of people and teams to get more from them, yet it often seems like pushing a boulder up a mountain.

Defining Motivation

Looking at the dictionary we can see two meanings to the word motivation.

1. The reason or reasons one has for acting or behaving in a particular way.

2. The general desire or willingness of someone to do something.

The first definition of motivation shows us that it is very logical and rational.  We are motivated when we are given a reason to be motivated.  This definition also seems to talk about motivation in the past as in “what motivated you?”

The second definition seems to contradict the first.  A desire to do something is emotional rather than rational.  We are motivated because we want to do something.  This definition also seems to talk about motivation in the future as in “what will motivate you?”

So motivation is both rational and emotional, facts and feelings.  Motivation also seems to sit between the past and the future, very much in the ‘now’.

Why Do We Need Motivation?

Without something to drive us forward, whether they be facts or feelings, we wouldn’t do anything.  When we weren’t hungry we wouldn’t eat. When we didn’t know something we wouldn’t learn.  Nothing would move forward.  Everything would be stuck in a rut.

People and teams can get stuck in a rut.  It can happen very easily.  A person or team could be happy at home, paid well and have plenty of holidays yet still they seem stuck.

Who Has Motivation?

‘Ah ha’, you might say, ‘the boss or team leader isn’t giving them enough motivation!’

Really? Whether it is facts or feelings, motivation comes from within.  In this case, how can you give motivation?  It isn’t some kind of magical power up or chemical energy drink.  The person or team member needs to ‘own’ their own motivation.

For the person this can be quite simple, do what you love.  If you let your passions fuel you as an individual then you’ll be motivated to continue.  If you concentrate on what you are good at, more will be done in less time.

This is flow.  The path of least resistance or the ‘thing’ that motivates you from within.

Yet everyone has strengths and challenges.  If everyone only did what they were good at certain things would be done well and quickly while other things would be ignored.

This is one of the reasons why we naturally form groups and teams.  We can do more, with less.

Where Is The Motivation In A Team?

We’ve established everyone has a way to motivate themselves, or ‘get into flow’.  What is the best way to motivate a team?  With a mix of different motivations the team can be pulled left and right as it chases the motivations of the individual members.

The team needs to understand its own shared purpose.  Why they have come together in the first place.  Once they all agree and understand their primary purpose, or team motivation, they can look at who will be good at what , motivating individuals to move forward towards their goal.  It won’t matter how close or far away it is, how simple or difficult it will be.  This is because the team understands why.

How To Motivate A Team?

So motivation or flow comes from within.  Its a personal thing but how can a group keep up the motivation?  Talent Dynamics looks at this question and gives a simple answer.  You cannot get yourself fully into flow, you can only get others into flow.

It is the team that motivates the team.  With one success, the team wins.  With one problem, the team solves it.  Each member covers the challenges of the other while using their particular strengths to make progress for the shared purpose.

In this way, the cycle of motivation can close on itself becoming truly sustainable.

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Michelle’s October news

I’ve just returned to the office this morning from Bali, where I was mentoring at the Wealth Dynamics Masters Programme with Creator of TD and WD Roger James Hamilton. Such a fabulous environment and space for Entrepreneurs from all over the world to take a week out of their businesses and create fantastic flow

filled plans for the next 12 months, with many of those businesses now looking to double in size in the next 12 months.

Its also a great opportunity whilst there to focus on the plans for growth within TD and Jan one of our Master Trainers joined the programme as a participant to do just that!

Special Opportunity to dramatically change the results your team are getting!

The results you have in your business today and in your life are all directly related to the planning you did yesterday. If you’re not satisfied with the results you are getting and know you could get much more, then its time to create a better plan.

We run a Talent Dynamics version of the Wealth Dynamics Masters for clients who are looking to get massively improved results.

Typically, clients have doubled their results within 12 months of following our programme. Its a 3 day workshop called Meaningful, Measurable, Profitable Change and its known as Step 2 on the Talent Dynamics Pathway.

We are looking for just one UK based company who is motivated to see dramatic improvements in their results right now to work with us!

Oh and we are offering a staggering 50% off the RRP for the right team!

To find out more and to see if your team can qualify to take part in this extraordinary, one off opportunity, please contact me directly on or on 07775578371 to find out more about the criteria and timings.

Here is a case study from one of our clients who attended this programme.

Have a fabulously flow filled month ahead!



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Please vote for us! Every Vote counts…

We are delighted to announce that Talent Dynamics is through to the final 5 in the Enterprise Vision Awards for Training Company of the Year. Its now all down to the public vote, so if you think we should win, please take 2 mins…

click here and vote for us!

Thank you so much from all the team 🙂

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The three sides to every problem

In this blog, Roger Hamilton will be publishing simple tips for Talent Dynamics performance consultants to use to create flow in their teams. This week, the topic is team problem solving. Last year Roger Hamilton took a group of entrepreneurs toRoger Hamilton Italy and Egypt, and while there he shared the influence that Pythagoras had on problem solving. Roger quoted a Pythagoras dictum “Establish the triangle and the problem is two thirds solved.” When you only have two opposing points of view, little can be seen. Step outside to a third point, and the detachment creates perspective on the entire problem.

Not only was this principle used by scientists to plot stars, create our calendar and maps, determine distances and by societies to set up their legal and monetary systems, it is also used by entrepreneurs to address current challenges and opportunities by focusing the team on a third point in the future – a goal and vision for them all to align to. This concept of triangulation is also the fastest way to set up a team to problem solve or project manage using a simple 1-2-3 process with the Talent Dynamics square:

1. Begin with the leader’s profile (for example, Star Profile)
2. Take two steps to find the best right-hand man (which would be Deal Maker Profile)
3. Take three steps to find the best counter-balance (which would be a Lord Profile)

Many successful teams are made up in this way (and it works whichever profile you begin with). It allows all sides of the square to be covered with primary and secondary profiles with the minimum number of team members. As Roger James Hamilton says “Two legs on a stool isn’t worth anything. It’s the third leg that brings value to all three.”

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