In this interview Nebel shares how she uses ‘agile hr’ as well as some great innovations in performance management and employee engagement from her period at fashion retailer River Island.

On this podcast, Lucy is joined by Colleen Fuller, Chief People Officer at Salsify.

Previously Colleen was the Head of Talent and Employee Experience at Vistaprint and on this podcast she talks to Lucy about how they adopted Agile principles within HR while redefining their purpose within the organisation.

A great example of how ‘Employee Experience’ is based at the heart of the Vistaprint transformation.

Join Lucy and Karen of Disruptive HR as they discuss how employment policies can be designed in new ways. They explore what moving to a more ‘adult to adult’ approach means in practice and how HR can begin to get rid of their role of ‘compliance officer’

Conversations over HR process is almost always better. In this podcast, conversations expert Dik Veenman tells us how to do them well.

Claire Camara and Clare Fogden from The Coop share how they are building leadership capability in new ways including focusing on the behaviours they need in the future, taking out tired processes and changing the ways leaders are chosen.

Suzanne Roddie, Head of Performance and Talent at Virgin Atlantic and Virgin Holidays talks to Karen about how they have revamped their entire approach to Performance Management.

Learn how they co-created their new approach and how they will be rolling out this new feedback-led culture.

Suzanne also shares with us their new values and how this has led to an interesting piece of work on changing behaviours within the organisation.

Suzie Welch, Former Group People Director at Pizza Express talks to Lucy about how they’ve developed a new Leadership framework which is unique to them and that will help them make a real shift in the performance of the business. They are also in the process of introducing flexibility to all levels of their workforce and shifting their approach to Performance Management, moving away from a formal, annual review to one where the employees own it.