Talent Management and Leadership 2014 – Presentations


A pdf of presentations, available following the event. (NB. Does not include event access)

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This conference will examine how employers are thinking differently about talent management. The event has been specifically designed to help you:

Gain greater understanding of your talent and trends within your business
Understand what is possible with HR big data and data science
Look at the latest technologies and their impact
Set clear steps to identify talent and manage performance
Anticipate organisation change and ensure you have the right skill set for future growth
Identify and employ top talent globally



09:00 – 09:30Coffee and registration09:30 – 09:45

Chair’s opening remarks

Penny de Valk, Managing Director, Penna Talent Management

09:45 – 10:15

Innovative ways to de-risk talent movement
  • The art of the possible with HR big data and data science
  • Gaining greater understanding of your talent and trends within your business
  • Understanding if people are likely to succeed
  • The power of crowds

James Rule, Director, HR Solutions Effectiveness, Thomson Reuters

10:15 – 10:45

Title TBC

Stephen Gilbert, ‎Practice Lead, Rethink Talent Management

10:45 – 11:00Questions and discussion with speakers11:00 – 11:30

Knowledge share networking session

In round table groups discuss how to combat resistance to change in senior staff and leaders

11:30 – 11:50Refreshments and networking11:50 – 12:20

Get a coach in your pocket’ How technology is changing the face of leadership development
    The world of work is changing constantly, Hay Group research has found 6 key megatrends that will be crucial for leaders and businesses of the future. During this session Melody Moore, Hay Group Consultant, will look at how these will affect how we work and how technology can enable your leadership development to ‘stick’ long after participants return to their day jobs.

The session will:

  • Give an overview of ‘the state of leadership today’ and trends that will affect leadership now and in the future
  • Give you an understanding of why now is the time to embrace change and how technology can help drive business performance through investment in leadership development and quantifiable behaviour change
  • Explore how gamification can be used in leadership development to help your organisation achieve its strategic goals

Melody Moore, Management Consultant, Hay Group

12:20 – 12:50

Learning and development in diverse markets
  • Identifying skill gaps
  • Developing talent for future business growth
  • Utilising new technologies and virtual portals for global development

Derren Young, Global Head of Learning & Organisational Development, Universal Music Group

12:50 – 13:00Questions and discussion with speakers13:00 – 14:00Lunch and networking14:00 – 14:30

Knowledge share networking session

In round table groups discuss talent identification models and how to sell lateral career paths

14:30 – 15:00

Creating a culture of talent managementBook Now
  • Aligning your talent and business strategy
  • Deciding your measures and using them
  • Clear steps to identify talent and manage performance
  • Involving the board in the talent programme
  • What made our talent programme successful

Mike Williams, People Development Director, De Vere Hotels and Village Urban Resorts

15:00 – 15:30

Helping individuals own their own development
  • Ensuring employers have time to manage their own development
  • Building a collaborative approach from the top
  • Identifying critical roles
  • Preparing for global expansion

Sandra Nixon, L&D Manager, QVC

15:30 – 15:50Refreshments and networking15:50 – 16:20

Innovation in succession planning and talent pipelining
  • Developing leaders for changing business needs
  • Evaluating the talent pool and mapping future requirements
  • Understanding where action is needed
  • Focussing on the right people and capabilities
  • Providing opportunities to develop staff whilst managing time constraints of the day job

Jo Taylor, Head of Talent, TalkTalk

16:20 – 16:50

Strengthening and diversifying the global leadership pipeline
  • Building capability through the future leaders programme
  • Accelerating the growth of successors
  • Managing talent mobility
  • Measuring the impact on the business

Faithe Dalby, Global Talent Development Director, DIAGEO

16:50 – 17:00Questions and discussion with speakers17:00Chair’s closing remarks and end of conference




Meet the experts speaking at this event:

Penny de Valk

Book NowPenny de Valk, Managing Director, Penna Talent Management

Penny de Valk, Managing Director of Penna Talent Practice, is a respected and experienced commentator on topical issues affecting leadership, careers, talent, coaching and the workplace.

With almost 20 years of experience in leadership and management consultancy, Penny was named as one of HR Magazine’s most influential thinkers in 2010 and she has regularly been interviewed for BBC Radio 4, BBC Radio Five Live, Financial Times, Daily Telegraph and The Guardian. She is also a regular blogger for The Huffington Post, providing commentary on topical workplace issues such as flexible working.

Penny was appointed Managing Director of Penna Talent Practice in February 2014, following Penna’s acquisition of the Saville Group which comprised of Fairplace, IDDAS, and talent management consultancy Cedar, of which Penny was appointed CEO in October 2011. Penny is currently leading the development of the new Talent Practice at Penna Plc and is working with an experienced team to deliver professionally accredited coaching, leadership development and talent management solutions to help organisations be competitive in a recovering economy.

Previously, Penny was Chief Executive at the Institute of Leadership and Management (ILM) for four years. Before this she ran the EAP and HR consulting businesses in the UK for Ceridian, a US$1.5bn HR services organisation.

Born in New Zealand, Penny moved to the UK fifteen years ago, before which she was Chief Executive of New Zealand’s Institute of Management in Auckland for four years where she oversaw rapid growth and market impact.

James Rule

James Rule, Director, HR Solutions Effectiveness, Thomson Reuters

James Rule is an HR leader with over 15 years experience in primary the HR technology space who has recently “joined the dark side” by moving from IT to the HR function. At Thomson Reuters he trying to re-imagine work and is currently working on: the enterprise employee value proposition, talent for the masses – “right peg, right hole” and fundamentally changing how performance management is perceived and run.

Jo Taylor

Jo Taylor, Head of Talent, TalkTalk

Jo is an experienced & innovative leader and manager in the creative & technology sector. She believes that talent drives businesses, that by throwing away conventional scripts we can create environments that deliver behavioural innovation for business, the UK and the wider world. She wants to create legacies for businesses that deliver commercial, cultural and behavioural change.

Jo is Head of Resourcing and Talent Management for TalkTalk Group. She is responsible for driving an ambitious, innovative talent strategy. Her ambition is to empower people to take responsibility for their learning to make TalkTalk a brighter place to work for everyone – fulfilling theirs and others dreams and ambitions. She is currently creating a distinct employer brand proposition which plans for future business growth, driving a culture of innovation & risk which allows TalkTalk to be more opportunistic about where and how they develop their talent.

Prior to TalkTalk she was Head of Learning & 4Talent at Channel 4 where she was responsible for building an internal and external talent brand for the organisation.

She started her career at the BBC where she worked for the Documentaries and Contemporary Factual Department across a range of roles from Production Manger to Managing Editor.

Mike Williams

Mike Williams, People Development Director, De Vere Hotels and Village Urban Resorts

Mike Williams joined the team in June 2012 and is currently the Director of People Development for De Vere Village Urban Resorts and De Vere Hotels.

He started his career as a graduate with the John Lewis Partnership where he progressed to Deputy Department Manager at Peter Jones department store.

His first position in HR was with Forte/Granda, he quickly progressed his career and in Aug 2000 he joined Firmdale Hotels, Firmdale is a luxury boutique hotel company with properties in the UK and the US. Mike held the position of Head of Human Resources.
From this position Mike moved, in May 2010, to become Group People Development Director for Malmaison and Hotel du Vin and it is from this position that he moved to De Vere.

Since joining De Vere, Mike has launched a successful people plan that has seen employee engagement increase by over 15%, he has transformed the organisation culture and convinced the board of the role people development have in achieving commercial results. His efforts have recently been recognised with De Vere Village Urban Resorts recently being awarded a Best Employer Category Award.

Mike has delivered a robust and successful talent strategy that has seen recruitment costs drop by 80% as well as over eight general managers having been appointed form the Rising Star Programme.

Mikes’ strategies have been accredited with a number of awards including the CIPD award for employee engagement, the Queens Award for Excellence, various Springboard Awards and the HR in Hospitality Award for best HR team. In 2014 he is shortlisted for 5 CIPD awards.

Melody Moore

Melody Moore, Management Consultant, Hay Group

Melody combines her psychological expertise and management experience to help clients become high performing organisations. She helps them get the best from their staff, resulting in a happier, more motivated and productive workforce.

Melody has worked with a wide variety of clients in the public and private sector, projects include:

  • High potential assessments for a global pharmaceutical company
  • Design of induction and behavioural development workshops for a number of global banks
  • Leadership development programmes for a global telecommunications client
  • Coaching a range of managers in the public and private sector
  • Team development workshops for a range of teams across the public and private sector
  • Executive assessments and development profiling for a range of NHS organisations

Melody specialises in leadership development, coaching, team development and assessment. Working with individuals, groups and teams, Melody uses her coaching and facilitation skills to help organisations and individuals learn how to turn potential into high performance.

Prior to joining Hay Group, Melody was part of the consultancy management team for a UK firm of occupational psychologists. Before that she spent a number of years working in management roles in the NHS in South Wales and North West London.

Awaiting portrait

Faithe Dalby, Global Talent Development Director, DIAGEO

Working in Diageo’s newly created Global Talent team, Faithe is responsible for the design of Diageo’s global architecture of talent development programs, ranging from early career through to mid-career development. Faithe discovered her passion for leadership development after holding various senior hospitality roles that involved a component of training delivery, in particular supervisor training. After deciding to focus on developing a full-time learning and development career in 2004, Faithe studied a Bachelor of Adult Education, majoring in Human Resources Development at the University of Technology Sydney. Whilst studying, she held a senior L&D role managing the in-house, government-accredited leadership qualifications at a large Australian casino. Upon commencing at Diageo in 2007, and with a desire to learn more on how to bring out the best in people, she undertook a Masters in Coaching Psychology at the University of Sydney.

Faithe has held various generalist HR and L&D roles in Diageo Australia, as well as representing Asia Pacific on various Diageo global leadership development projects. She has been awarded with a Diageo Global HR award for her work in developing the Diageo Australia leadership and management programs. Most recently, Faithe held the role of Head of Talent and Organisational Effectiveness for Diageo Supply & Procurement in Latin America, whilst also seconding as the HR Director for Venezuela. She is now based in London at Diageo’s Park Royal Head Office

Sandra Nixon

Sandra Nixon, L&D Manager, QVC

Sandra has worked for QVC since 1993. Her current role is learning & development manager based at the operations centre in Knowsley.

The learning and development team are responsible for all learning and development within the operations centre. The development opportunities offered vary from on-boarding for all new employees, the delivery of QVC’s culture programme as well as developing leadership skills and succession planning.

Sandra is also a part time lecturer at John Moore’s University for CIPD students. She delivers lectures providing business examples to underpin student studies. As part of her own development Sandra completed her CIPD qualification and her Masters in Strategic Human Resources, as well as being a Master Practitioner in NLP and a qualified facilitator of Myers Briggs.

Outside of work Sandra’s passions include; being a season ticket holder at Liverpool, fell walking in the Lakes or North Wales, she climbed Kilimanjaro in 2013 and plays golf.

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Derren Young, Global Head of Learning & Organisational Development, Universal Music Group

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Stephen Gilbert, ‎Practice Lead, Rethink Talent Management

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Hay Group

Hay Group is a global management consulting firm that works with organisations to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best.Our expertise has been developed through 70 years of experience which is backed by high quality research and authoritative databases of organisational management information. Our clients are from the private, public and not-for-profit sectors, across every major industry worldwide.Hay Group has a proven portfolio of services that improve performance and help organisations work – From bespoke consultancy to self-service tools supporting recurring HR processes.Hay Group UK website: http://www.haygroup.com/uk/
Hay Group UK Atrium website for our self service HR tools: http://atrium.haygroup.com/uk/

Rethink Talent Management

Rethink Talent Management – Transforms businesses into higher performance organisations through the development of long term partnerships, and the application of best practice solutions across the whole talent management lifecycle i.e. Workforce Planning, Attraction and Retention. By delivering these, we enable our clients to create competitive advantage by planning for, selecting, developing and promoting the best people.

Our core proposition is an “all inclusive” managed service, which provides a complete end to end service. We provide the design, build, implementation and ownership of the end to end service, including delivery through our specialist teams across all attraction channels. This delivery is supported by our HR consulting services that enable added transformational value which in turn affects business impact.

Our solution is purposely built to allow high impact strategic partnerships through forensic partner selection, effective partner engagement, end to end process and technology integration. Rethink delivers this complete managed service into our clients through the implementation of an astutely planned and structured change programme.

We currently provide talent management services to a number of clients including Boots, Marks and Spencer, Sky, Admin Re, MSD, Communisis and iress.

Penna Plc

Organisations operate in an increasingly complex, turbulent, fast-paced world. As the environment that organisations operate in changes, so too do the leadership capabilities needed to deliver sustainable success.

In a world where there are no straight lines, where no one follows the leader just because they are “the boss”, leaders must be able to create a compelling vision, set and articulate direction, and engage a diverse workforce to deliver the organisation’s objectives. In this uncertain world, the ability to accurately identify, assess, and effectively develop management and leadership capabilities is a core competence. For organisations it can mean the difference between success and failure.

The consultants at Penna are experts in identifying and developing the management and leadership capability an organisation needs to deliver on its goals. We partner with leading organisations to deliver effective, high-impact leadership assessment and development solutions that deliver sustainable measurable results for individuals, teams and organisations.