Executive Coaching - Leadership Development - Facilitation - Workplace WellbeingSome recent highlights:Design and implementation support for the delivery of a reverse mentoring programme in an iconic global engineering businessFacilitation of a talent programme for emerging leaders in a large accountancy firm (10+ years and counting)Executive coach for senior partners at prestigious law firms and Financial Services organisationsSupporting a pan-European… Show more Executive Coaching - Leadership Development - Facilitation - Workplace WellbeingSome recent highlights:Design and implementation support for the delivery of a reverse mentoring programme in an iconic global engineering businessFacilitation of a talent programme for emerging leaders in a large accountancy firm (10+ years and counting)Executive coach for senior partners at prestigious law firms and Financial Services organisationsSupporting a pan-European leadership team navigating fundamental changes to their business Show less

www.philcoxcounselling.co.uk

Providing coaching support for Level 7 Accountancy Apprentices in small/mid-sized accountancy firms who are working towards their ICAEW ACA qualifications

I led the team that develops, designs and delivers learning and development interventions aimed at the Partner and Director communities. As well as facilitating events for current Directors and Partners, I facilitated on a number of other high-profile programmes, such as the firms flagship development offering for emerging leaders. I am a qualified counsellor, and a registered member of the British Association for Counselling and Psychotherapy. I provide executive… Show more I led the team that develops, designs and delivers learning and development interventions aimed at the Partner and Director communities. As well as facilitating events for current Directors and Partners, I facilitated on a number of other high-profile programmes, such as the firms flagship development offering for emerging leaders. I am a qualified counsellor, and a registered member of the British Association for Counselling and Psychotherapy. I provide executive coaching to a number of senior leaders across the firm. I am accredited in the use of a number of psychometric and 360° feedback tools, including MBTI (Step 1) and Firo-B. Show less

Responsible for the provision of strategic HC services to the Corporate Finance community. Sitting on the CF leadership team, my achievements and responsibilities include:• Leading the local talent management interventions required to attract, develop and retain key talent in the business unit.• Accountable for successful delivery of ‘calendar’ of regular HC activities, including salary review and performance management processes, within defined cost parameters. • Created and… Show more Responsible for the provision of strategic HC services to the Corporate Finance community. Sitting on the CF leadership team, my achievements and responsibilities include:• Leading the local talent management interventions required to attract, develop and retain key talent in the business unit.• Accountable for successful delivery of ‘calendar’ of regular HC activities, including salary review and performance management processes, within defined cost parameters. • Created and facilitated a Personal Development Planning Workshop to support individuals and teams through their personal and career planning. I am rolling this out across CF currently.• Providing support on a number of employee relations issues; advising the business on steps to manage such issues, in a commercial way. Show less

Working as part of the firm’s Diversity & Engagement team, providing the business with commercially-focused input intended to enhance employee engagement and wellbeing. • Re-energised the firm’s health and wellbeing offering by creating clearer governance and delivery structures, overhauling firmwide communications, and providing leading-edge thinking on future wellbeing trends• Provided consultancy support and coaching for business leaders looking to understand how wellbeing could… Show more Working as part of the firm’s Diversity & Engagement team, providing the business with commercially-focused input intended to enhance employee engagement and wellbeing. • Re-energised the firm’s health and wellbeing offering by creating clearer governance and delivery structures, overhauling firmwide communications, and providing leading-edge thinking on future wellbeing trends• Provided consultancy support and coaching for business leaders looking to understand how wellbeing could impact team performance • Created and implemented a clear vision and strategy for eleven internal ‘people networks’ – e.g. Disability Network, GLBT group, faith groups etc – and supported/coached network volunteers to achieve their goals. • Developed and led the implementation of ‘March for Diversity’, a month-long internal campaign to raise awareness of the firm’s diversity activities• Led the development of improved wellbeing Management Information, giving HC leaders the tools to have more commercial discussions about wellbeing with the business.• Contributed to the Sunday Times Best Companies submission, which in 2010 saw PwC achieve its highest ranking to date. Show less

Responsible for the provision of strategic HC services to the Marketing, Communications & Business Development (MCBD) community.• Led a comprehensive and ongoing talent review within MCBD; which led, for the first time, to the resource pipeline being managed ‘as one’ by the collective MCBD leadership team. • Took specific and direct action to drive improvements in engagement across the function (engagement survey results placed MCBD in the top 5 most-improved Business Units in the… Show more Responsible for the provision of strategic HC services to the Marketing, Communications & Business Development (MCBD) community.• Led a comprehensive and ongoing talent review within MCBD; which led, for the first time, to the resource pipeline being managed ‘as one’ by the collective MCBD leadership team. • Took specific and direct action to drive improvements in engagement across the function (engagement survey results placed MCBD in the top 5 most-improved Business Units in the firm, and we were nominated for a PwC Experience Award)• Advised the business on the most appropriate way to integrate, manage and develop new groups and individuals into MCBD from around the firm, as part of a move towards ‘one-firm’ management of support services• I provided support – in the form of both personal and business coaching – to members of the MCBD leadership team, all of whom used me as a trusted and discrete sounding board• “The key driver behind developing and implementing a comprehensive and commercial people agenda for MCBD” – Functional Leader of MCBD Show less

Responsible for the management of talent identification, leadership development, succession planning processes and large-scale capability initiatives on a Pan-European basis. My clients were the Managing Directors and High Potential staff from approximately thirty Sales, Manufacturing and R&D operations across Europe. Exposure to Japanese business culture and complex management structures. Achievements• Developed and implemented first Europe-wide succession planning process for… Show more Responsible for the management of talent identification, leadership development, succession planning processes and large-scale capability initiatives on a Pan-European basis. My clients were the Managing Directors and High Potential staff from approximately thirty Sales, Manufacturing and R&D operations across Europe. Exposure to Japanese business culture and complex management structures. Achievements• Developed and implemented first Europe-wide succession planning process for key positions • Overhauled current Senior Management Development Programme to include a much greater focus on ongoing development and review • Project-managed the implementation of new leadership competencies across Europe – embedding into all relevant HR processes.• Reviewed 360º feedback provision (3 suppliers) and harmonised all systems using one provider• Oversaw the rationalisation of training venue providers to realise major cost savings and efficiencies.• Made significant improvements to HR reporting process/KPIs to ensure focus on business critical information only. Resulted in major resource savings in each country.• Managed the variable reward scheme for MDs and advised on MD contractual issues, including international assignment issues Show less

HR business partner responsible for national HR strategy across KPMG’s Transaction Services and Forensic Accounting functions (c.600 staff). I reported to the Heads of Function and sat on both functional Boards/ Management Teams. The role required a firm grasp and understanding of the business, and the ability to coach, influence and facilitate very senior members of the Firm in setting the direction of HR strategyAchievements• Identification of succession needs and delivery of… Show more HR business partner responsible for national HR strategy across KPMG’s Transaction Services and Forensic Accounting functions (c.600 staff). I reported to the Heads of Function and sat on both functional Boards/ Management Teams. The role required a firm grasp and understanding of the business, and the ability to coach, influence and facilitate very senior members of the Firm in setting the direction of HR strategyAchievements• Identification of succession needs and delivery of appropriate leadership development activities. I was part of the team which developed a suite of leadership development programmes designed to give KPMG greater “bench-strength” when selecting leaders in future.• Development and successful delivery of KPMG’s enhanced flexible working strategy. I led a team which researched and presented a range of potential flexible options to KPMG’s Executive team, and project-managed their implementation. In addition to new working patterns, the options include home working.• Employee Business Forum. Working directly for KPMG’s then Global Senior Partner Mike Rake, I established this elected consultative forum across the UK firm. The forum sat at the centre of KPMG’s employee relations and communications strategy. KPMG was the first Big Four firm to introduce such a forum.• High-profile recruitment of staff from a major competitor. I advised on, and implemented, a successful campaign to recruit a strategically important specialist team into KPMG. I developed and implemented an integration plan dealing with issues such as salary structures, career progression and cultural integration for this team.• Between December 2003 and July 2004 I was given additional interim responsibility for the Corporate Finance and Corporate Recovery functions (c.1000 additional staff) – i.e. I was the most senior HR business partner responsible for HC across all of Advisory. Show less

Achievements• Developed a succession and mobility planning tool for global client teams. This mechanism overcame some of the difficulties of deploying resources on a global basis when the resources are effectively “owned”, managed and rewarded by local partnerships.• I conducted a detailed financial and operational review of the EMA region’s “European Training Centre” in Brussels, to determine whether to continue or close the operation. My recommendations were adopted… Show more Achievements• Developed a succession and mobility planning tool for global client teams. This mechanism overcame some of the difficulties of deploying resources on a global basis when the resources are effectively “owned”, managed and rewarded by local partnerships.• I conducted a detailed financial and operational review of the EMA region’s “European Training Centre” in Brussels, to determine whether to continue or close the operation. My recommendations were adopted entirely.• Development of Global Employee Opinion survey. Working with an external supplier, I developed KPMG’s first global employee opinion survey, and liaised with HR teams around the world to manage its implementation. • Establishment of the global website/portal for HR staff. This site became a major source of advice and best practice for specialists in KPMG offices worldwide• Responsible for organising the bi-annual conference for nearly 100 HR specialists from around the globe, held in Budapest. In addition to setting and delivering the agenda in terms of content, I also led the logistical exercise. UK-based work in this period included:• Successful “Sunday Times Best Companies to Work For” submission, 2001. I project-managed the KPMG submission and the employee questionnaire for this survey. KPMG made the Top 100 for the first time. This led to me being quoted in an article on best practice, in the Sunday Times supplement.• Developed and delivered KPMG’s online HR portal for all staff. I helped develop ‘MyLife@KPMG’, the HR intranet site, to put it at the heart of HR’s service to staff. • Managed HR due diligence for a potential merger between KPMG and Andersen, following their collapse in 2002. I also co-ordinated early efforts to recruit teams of ex-Andersen staff into KPMG when the merger deal was dropped.• Project managed launch of new Pensions scheme. I was on the core team of four who implemented KPMG’s move to a Stakeholder Pension scheme. Show less

Provision of generalist HR advice and support, including employee relations, reward, and performance management coaching

• Provided generalist personnel management in a unionised high-tech manufacturing facility (190 employees)• Introduced and facilitated a skills-based employee development programme• Devised and implemented a training and development scheme for graduates, industrial placement and sponsored students

1992 to 1994, 1996 to 1997: Assistant HR Manager• Planned and delivered annual manpower plan – including selection, recruitment and induction of seasonal recruits• Facilitated technical and interpersonal skills training sessions• Managed Employee Relations issues, including attendance management• Provided relief commercial management cover in busy periods1994 to 1995 Regional Store Manager• As store manager, I was responsible for maintaining profitability of… Show more 1992 to 1994, 1996 to 1997: Assistant HR Manager• Planned and delivered annual manpower plan – including selection, recruitment and induction of seasonal recruits• Facilitated technical and interpersonal skills training sessions• Managed Employee Relations issues, including attendance management• Provided relief commercial management cover in busy periods1994 to 1995 Regional Store Manager• As store manager, I was responsible for maintaining profitability of a high-street store (turnover £4.9m pa) during a time of significant trading difficulties caused by serious road works which affected the entire town centre• I drove sales by negotiating improved merchandise and décor with Head Office, whilst controlling operating costs by identifying areas for major cost reduction. I delivered an 11% cost reduction during my time at Pontrypridd.• A major element of my role was influencing local government to improve town-centre facilities, and to ensure that Pontypridd was considered to be an attractive retailing environment. This included a great deal of PR activity with the local MP and press. Show less