Mark Henderson Email & Phone Number

London, Gb

Gb

Liverpool, Gb

Working for the UK’s largest private pension fund managing over £80bn of assets. Responsible for the strategic direction of performance management, learning and development and succession planning. Driving change and innovating in support of building an engaged workforce.Performance Management• Led the re-design of the performance management process to incorporate the company values and behaviours, leading to an improved quality of performance conversations and the ability to differentiate performance.• Led the design and implementation of a behavioural competency framework to underpin the people agenda relating to performance management, L&D and talent management.• Implemented an online performance management system to improve process efficiencies and provide MI.Learning & Development• A strategic learning partner to the business. Responsible for the annual learning needs analysis. Engaging with the Executive Committee to translate strategy into L&D requirements for the organisation. Creating and executing the group L&D plan using internal resources and managing external suppliers.• Designing a management and leadership development path to improve the bench strength of the management population.• In collaboration with USS’s D&I lead, created an Inclusive Leadership competency model and designed a suite of training to drive cultural change and leadership behaviours.• Responsible for the management of the L&D budget.• Demonstrating the ROI of the L&D function by leading an annual evaluation of L&D activity.Talent Management & Succession planning• Responsible for the talent agenda, managing talent programmes and the succession planning process.• Conducting talent reviews with the Executive Committee and following through on development actions.Ownership of the early talent programmes including Apprenticeships and internships, with a strong focus on supporting USS’s D&I agenda.

London, Gb

Key Achievements•Successfully developed and introduced a consistent global approach to assessing capability and potential of people, which is creating real impact; driving better people decisions and is being applied at Board & Senior Leadership level to support selection, promotion and development decisions.•Designed and introduced calibration into the global performance management process which has driven significant business benefits, including at a macro level redefining the business’ understanding of performance and providing an accurate performance distribution and at a micro level producing more fruitful and accurate 1:1 performance discussions.•Has secured Executive level commitment to senior leadership succession planning, leading to investment including the development of an Executive Development Programme and the creation of a Global Talent forum set out to manage the identification and movement of potential CEO’s and Executives of the future.•A key role in the Global Talent forum, driving the agenda for talent and development discussions of senior leadership successors and identifying and matching to development opportunities.•Co-led the design of a 2-day development centre aimed at high potential middle managers. The revised programme reduced costs, strengthened the development experience through case study and action learning, and ensured all participants left with a robust development plan.

London, Gb

•Project Managed the cultural validation of LR’s Behavioural Competencies globally. Also visited Japan and Greece to facilitate cultural testing workshops to feed into the final behaviours. This activity secured buy-in from the global business on the behaviours and ensured value was leveraged from them through robust performance management discussions.•Supporting the HR Programme Director, played a leading role in the delivery of a series of Employee Road Shows in London and Birmingham which were filmed for the global Marine business. Activities included managing senior stakeholders with their content and scripts, organising the logistics of a national event and the communications around it.•Working with an external advertising agency, Project Managed a re-branding project which re-positioned LR in the recruitment advertising space to deliver against an aggressive recruitment campaign to deliver business growth. The project increased footfall to the company website and increased conversation rates of applicants to interview.•Introduced Prince2 project management methodology into the HR Programme Office, driving consistency in the way programmes were run and enabling more easy progress reporting across the suite of initiatives.

Business & Marketing

Education record

Education record

Education record