Tracy Clare Email & Phone Number

United Kingdom

United Kingdom

Projects for clients including:- Evaluating opportunity of the new Trailblazer Higher Degree Apprenticeships In Leadership & Management - Designing and implementing a talent management process- Implementing and evaluating an employee engagement survey- Reviewing training and development provision- Coaching learning and development professionals- Evaluating training and development strategies

Ivinghoe

Partnered with organisations to facilitate in-house leadership development and talent management strategies to retain talent and transition high performing functional specialists to broader leadership. Simultaneous development of people leadership skills, understanding of strategy, marketing, supply chain, operations and finance via real life experiences with focus on the organisation's key strategic, operational and financial challenges to drive business improvement .Highly experienced in working with leaders and participants from all over the world in Asia, Americas and Europe.Tracy is a talent development expert experienced in leading, managing and delivering organisational and individual training needs analysis, learning design, global delivery, evaluation, budget management and managing client and supplier relationships ensuring learning strategies become integral within an organization. "Learning by taking part underpins Horizon's approach. Concepts and ideas are brought to life by innovative business simulations and real-life business challenges. A viable and proven development alternative to traditional corporate education with no Powerpoint guaranteed." "Programmes run all over the world with participants from over 30 countries including Russia, China, India, Australia, Singapore, Germany, Belgium, the Netherlands, France, USA, Malaysia, Norway, Japan, Italy, South Korea, Taiwan, Mexico, Brazil, Columbia, Chile, Canada, Saudi Arabia, Argentina, Thailand, Czech Republic, Spain and Portugal."

London, United Kingdom

Accountable for developing leadership processes and programmes for use across Group with additional accountability for implementing within one of the three Smiths divisions, know at that time as Specialty Engineering. Specialty Engineering had a £1.2bn turnover with over 10,000 people working in companies operating globally. Key deliverables include:• The design and implementation of a Smiths Leadership Competency framework • Developing, promoting, implementing and managing the Group talent management process • Identifying skill and behavioural gaps within the leadership populations and implementing development practices and learning programmes. • Utilising and continuing to build relationships with a network of external providers.

London, United Kingdom

• Created and facilitated an allegiance and network between the HR population across the divisions to collaborate with regard to talent management and leadership development • Led the creation of development activities for the top 300 leaders in the organisation • Created a Group wide Learning and Development website and marketing brand. • Created a Group wide Mentoring Development Programme • Designed and launched a Group online performance management programme for the top 300 leaders. • Led the development of a global Emerging Leaders programme with Ashridge designed potential leaders early in their career • Created an early career development programme for multi functional participants, identified as being likely leadership potential, designed to accelerate performance and build awareness of the global business

Northampton, United Kingdom

• Led a leadership behavioural change programme sponsored by the CEO, in alliance with key support functions such as Customer Service, Brand Marketing, HR and Operations. • Designed, advised on and affected a cascade of a range of behavioural change workshops, meetings and events entitled “Inspiring People” attended by the Board through to retail staff. • Enabled and coached HR and Operations Managers in their personal development and their development of teams within the behavioural change programme.• Encouraged solidarity, trust and confidence with key influencers.• Created and managed a strong alliance with external training partners.

Various

Pathways Feb – Sept 2001Freelance Training ConsultantCoached the Training & Development Manager for Vauxhall, Luton Plant in the development and delivery of a training and development strategy in support of the closure of Luton Plant.Vauxhall Feb - Sept 2001Freelance Training ConsultantCoached the HR Team in the design and implementation of a performance management programme incorporating 360 feedback and supported by a web based training site. This appraisal and 360 product was the foundation product of a company now known as Get Feedback who now provide a version of this design to a number of blue chip companies.

Hemel Hempstead, United Kingdom

Defined the Group’s strategy for community relations and built relationships with key external opinion makersAligned and simplified the community activities with the Group’s vision and brand objectives to support the core commercial activitiesInspired commercial functions to test community activity as a marketing toolDevised and launched a cause related marketed programme culminating in a return of £300k per month to the bottom line within 3 months of launch.Enabled employee fundraising mechanisms resulting in 100% increase in fundraising. Project managed Dixons “Promise” for the ITV Year of Promise resulting in media coverage in all ITV regions.

Hemel Hempstead, United Kingdom

Led training and development strategy for head office functions.Created a management development programme incorporating a behavioural change programme in which all levels of hierarchy participated. Formed alliances with commercial functions to develop a supply chain programme and delivered in conjunction with commercial managers.Developed a commercial competency framework.Facilitated managers in their development of their teams and coached managers in their personal development. Identified and managed external training providers with a budget of in excess of £2 million Promoted the services and products available through management development. Pioneered and evaluated the benefits of NVQs with the head office functions for supervisory and administrative employees. Completed a cultural audit across the organisation using the IIP standards.

Various

Managed the training requirements for 2 superstores. Initiated and implemented store specific training programmes to meet internal and external succession requirements.Implemented the First Class Service training strategy and supported ongoing First Class training strategies as a pilot store.