1 July 2015

  • Tags
  • Career Management
  • HR & Organisation Effectiveness

Progress – Issue 3: Business Partner – making it work

Within this third edition of our e-magazine - Progress – John Whelan, HR Director at BAE Systems, identifies what makes an effective HR Business Partner.

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19 June 2013

Spring Symposium 2013 - Interview with Geoff Lloyd & Des Pullen

Geoff Lloyd (Serco's Group HR Director) and Des Pullen (Group HR Director at Associated British Foods) discuss how to support the growth and development of the high potential talent within organisations and define the key skills and qualities required for the HR leaders of tomorrow.

  • Tags
  • People Strategy
  • Career Management
  • Talent
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15 May 2014

Spring Symposium 2014 - Interview with Kath Durrant, Rolls-Royce

Kath Durrant, Group Director of Human Resources at Rolls-Royce, identifies the key skills and qualities HR leaders of tomorrow should possess.

  • Tags
  • Career Management
  • Learning & Development
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15 May 2014

Spring Symposium 2014 - Interview with Deborah Baker, BskyB

Deborah Baker, Director for People at BSkyB, describes the opportunities existing within the HR function for those within the early stages of their careers.

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  • Career Management
  • Learning & Development
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25 October 2010

Business Strategy & Common Sense

This presentation by Marcus Alexander at our 2010 International Conference in Budapest examines the impact of strategy on performance, the challenges associated with making strategic decisions and the strategy process.

  • Tags
  • HR & Organisation Effectiveness
  • Performance Management & Engagement
  • Risk & Governance
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14 September 2015

The business of business: Business acumen, strategy, value creation, and measuring it all: A rapid review!

A detailed resource exploring business acumen and business strategy.

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  • HR & Organisation Effectiveness
  • Career Management
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16 May 2013

Executive Summary: Developing Commercial Acumen for the HR Function

HR often has to justify itself over its role, its output and its added value. In some cases this is deserved as we become involved in unsubstantiated opinion, fads and fashions, are reluctant to use data or are unable to evaluate our initiatives.

  • Tags
  • Performance Management & Engagement
  • HR & Organisation Effectiveness
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