Communications planning
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This document provides a communications plan for promoting the Human Performance Lab (HPL) internally to GSK employees in Great Britain and Ireland. The plan involved running a competition for two employees to compete in a triathlon alongside athletes who work with HPL, as well as Q&A sessions and a Yammer strategy to share information about HPL's research. The competition was successful with almost 40 entries. Evaluation activities include further promoting HPL's relevance and gathering interest in visiting HPL through an upcoming employee event.
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Summary of gmlpn activity
The Greater Manchester Learning Provider Network (GMLPN) represents colleges and private training providers in the Greater Manchester area. It has nearly 80 members that work with thousands of employers and educate tens of thousands of learners. The GMLPN aims to align the skills system with Greater Manchester's economic needs by working with members to raise the capacity, capability, and responsiveness of the skills system. It also seeks commercial opportunities and has negotiated agreements to provide benefits and cost savings to members.
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This document provides a summary of Marina Chrysanthi's qualifications and experience. She has a MSc in logistics from Heriot Watt University and a BSc in Marketing & Operations Management. Her experience includes roles in supply chain management, logistics planning, customer service, and market research for Coca Cola HBC and Tallanton Consulting Company. She is looking for a new career challenge where she can utilize her skills in supply chain, logistics, people management, and market research.
What measures might Halcrow take to increase its retention of young .docx
What measures might Halcrow take to increase its retention of young professional graduates?
Introduction to Halcrow
Halcrow Group Limited is a multidisciplinary consultancy group specialising in the provision of planning, design and management services for infrastructure development throughout the world. Within this, the Group’s main interests are transportation, water,property and consulting. Although Halcrow has a background in civil engineering and associated specialisms,in recent years the group has extended its range of disciplines to cover architecture, project management, environmental science, transport planning and other non-engineering but related skills.
Unlike many organisations, Halcrow does not have a mission statement, arguing that their ‘purpose … to sustain and improve the quality of people’s lives’describes their approach better (Halcrow, 2003). This purpose is underpinned by a series of values which outline those things that are important to the Group:‘Skills and innovation; Enjoying what we do; Delivering within time and budget’, codes of business behaviour and business principles.Halcrow’s first projects outside the UK were undertaken in the 1890s, such work now accounting for nearly 40 per cent of an annual turnover in excess of £200 million with the Group currently undertaking projects in over 70 countries. Recent projects in which Halcrow have been involved include the Channel Tunnel Rail Link, road construction near the Stonehenge World heritage Site, the International Congress Centre in Rome, Kuala Lumpur International Airport, new and refurbished stands for Chelsea Football Club, coordination of wetland conservation and river basin management for the Danube and its tributaries and managing pollution risk from the animal mass burial sites arising from the UK’s 2001 foot and mouth disease outbreak.
Halcrow was founded in 1868 by Thomas Meik,the company becoming Sir William Halcrow & Partners in 1941. In 1985 a private limited company bearing the same name was formed, the most recent change being in 1998, when the various Halcrow businesses and departments became Halcrow Group Limited. The Halcrow Trust owns 90 per cent of Halcrow, with the remaining 10 per cent by its employees. Halcrow has grown extensively over the past decade and now operates through a network of 29 UK and 32 international offices. As part of this growth, the number of employees has increased from 1,700 to nearly 5,000 worldwide. Approximately 80 per cent of Halcrow’s employees are classified by the Group as professional and technical (P&T) staff who have a minimum of an undergraduate degree in engineering or a related subject. The majority are engineers who are also members of a relevant professional institution or are undergoing training to gain membership. The remaining 20 per cent of employees, including those in human resources, are classified by Halcrow as non-P&T and provide corporate support services.
Halcrow Group’s strategy
As a result.
Task -_ Anlyze the case study given below and answer the following.docx
Task -_ Anlyze the case study given below and answer the following questions.
Provide a brief overview of Halcrow Group’s strategy and outline the linkages between Halcrow Group’s strategy and its strategic human resource management keeping in mind the multi - dimensional strategic integration model.
What obstacles do you think that Halcrow management will face as it works to change the Group’s culture from one dominated by technical excellence to one that also embraces commercial awareness?
What measures might Halcrow take to increase its retention of young professional graduates?
Introduction to Halcrow
Halcrow Group Limited is a multidisciplinary consultancy group specialising in the provision of planning, design and management services for infrastructure development throughout the world. Within this, the Group’s main interests are transportation, water,property and consulting. Although Halcrow has a background in civil engineering and associated specialisms,in recent years the group has extended its range of disciplines to cover architecture, project management, environmental science, transport planning and other non-engineering but related skills.
Unlike many organisations, Halcrow does not have a mission statement, arguing that their ‘purpose … to sustain and improve the quality of people’s lives’describes their approach better (Halcrow, 2003). This purpose is underpinned by a series of values which outline those things that are important to the Group:‘Skills and innovation; Enjoying what we do; Delivering within time and budget’, codes of business behaviour and business principles.Halcrow’s first projects outside the UK were undertaken in the 1890s, such work now accounting for nearly 40 per cent of an annual turnover in excess of £200 million with the Group currently undertaking projects in over 70 countries. Recent projects in which Halcrow have been involved include the Channel Tunnel Rail Link, road construction near the Stonehenge World heritage Site, the International Congress Centre in Rome, Kuala Lumpur International Airport, new and refurbished stands for Chelsea Football Club, coordination of wetland conservation and river basin management for the Danube and its tributaries and managing pollution risk from the animal mass burial sites arising from the UK’s 2001 foot and mouth disease outbreak.
Halcrow was founded in 1868 by Thomas Meik,the company becoming Sir William Halcrow & Partners in 1941. In 1985 a private limited company bearing the same name was formed, the most recent change being in 1998, when the various Halcrow businesses and departments became Halcrow Group Limited. The Halcrow Trust owns 90 per cent of Halcrow, with the remaining 10 per cent by its employees. Halcrow has grown extensively over the past decade and now operates through a network of 29 UK and 32 international offices. As part of this growth, the number of employees has increased from 1,700 to nearly 5,000 worldwide. Approximatel.
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The Greater Manchester Learning Provider Network (GMLPN) represents colleges and private training providers in the Greater Manchester area. It has nearly 80 members that work with thousands of employers and educate tens of thousands of learners. The GMLPN aims to align the skills system with Greater Manchester's economic needs by working with members to raise the capacity, capability, and responsiveness of the skills system. It also seeks commercial opportunities and has negotiated agreements to provide benefits and cost savings to members.
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What measures might Halcrow take to increase its retention of young .docx
What measures might Halcrow take to increase its retention of young professional graduates?
Introduction to Halcrow
Halcrow Group Limited is a multidisciplinary consultancy group specialising in the provision of planning, design and management services for infrastructure development throughout the world. Within this, the Group’s main interests are transportation, water,property and consulting. Although Halcrow has a background in civil engineering and associated specialisms,in recent years the group has extended its range of disciplines to cover architecture, project management, environmental science, transport planning and other non-engineering but related skills.
Unlike many organisations, Halcrow does not have a mission statement, arguing that their ‘purpose … to sustain and improve the quality of people’s lives’describes their approach better (Halcrow, 2003). This purpose is underpinned by a series of values which outline those things that are important to the Group:‘Skills and innovation; Enjoying what we do; Delivering within time and budget’, codes of business behaviour and business principles.Halcrow’s first projects outside the UK were undertaken in the 1890s, such work now accounting for nearly 40 per cent of an annual turnover in excess of £200 million with the Group currently undertaking projects in over 70 countries. Recent projects in which Halcrow have been involved include the Channel Tunnel Rail Link, road construction near the Stonehenge World heritage Site, the International Congress Centre in Rome, Kuala Lumpur International Airport, new and refurbished stands for Chelsea Football Club, coordination of wetland conservation and river basin management for the Danube and its tributaries and managing pollution risk from the animal mass burial sites arising from the UK’s 2001 foot and mouth disease outbreak.
Halcrow was founded in 1868 by Thomas Meik,the company becoming Sir William Halcrow & Partners in 1941. In 1985 a private limited company bearing the same name was formed, the most recent change being in 1998, when the various Halcrow businesses and departments became Halcrow Group Limited. The Halcrow Trust owns 90 per cent of Halcrow, with the remaining 10 per cent by its employees. Halcrow has grown extensively over the past decade and now operates through a network of 29 UK and 32 international offices. As part of this growth, the number of employees has increased from 1,700 to nearly 5,000 worldwide. Approximately 80 per cent of Halcrow’s employees are classified by the Group as professional and technical (P&T) staff who have a minimum of an undergraduate degree in engineering or a related subject. The majority are engineers who are also members of a relevant professional institution or are undergoing training to gain membership. The remaining 20 per cent of employees, including those in human resources, are classified by Halcrow as non-P&T and provide corporate support services.
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As a result.
Task -_ Anlyze the case study given below and answer the following.docx
Task -_ Anlyze the case study given below and answer the following questions.
Provide a brief overview of Halcrow Group’s strategy and outline the linkages between Halcrow Group’s strategy and its strategic human resource management keeping in mind the multi - dimensional strategic integration model.
What obstacles do you think that Halcrow management will face as it works to change the Group’s culture from one dominated by technical excellence to one that also embraces commercial awareness?
What measures might Halcrow take to increase its retention of young professional graduates?
Introduction to Halcrow
Halcrow Group Limited is a multidisciplinary consultancy group specialising in the provision of planning, design and management services for infrastructure development throughout the world. Within this, the Group’s main interests are transportation, water,property and consulting. Although Halcrow has a background in civil engineering and associated specialisms,in recent years the group has extended its range of disciplines to cover architecture, project management, environmental science, transport planning and other non-engineering but related skills.
Unlike many organisations, Halcrow does not have a mission statement, arguing that their ‘purpose … to sustain and improve the quality of people’s lives’describes their approach better (Halcrow, 2003). This purpose is underpinned by a series of values which outline those things that are important to the Group:‘Skills and innovation; Enjoying what we do; Delivering within time and budget’, codes of business behaviour and business principles.Halcrow’s first projects outside the UK were undertaken in the 1890s, such work now accounting for nearly 40 per cent of an annual turnover in excess of £200 million with the Group currently undertaking projects in over 70 countries. Recent projects in which Halcrow have been involved include the Channel Tunnel Rail Link, road construction near the Stonehenge World heritage Site, the International Congress Centre in Rome, Kuala Lumpur International Airport, new and refurbished stands for Chelsea Football Club, coordination of wetland conservation and river basin management for the Danube and its tributaries and managing pollution risk from the animal mass burial sites arising from the UK’s 2001 foot and mouth disease outbreak.
Halcrow was founded in 1868 by Thomas Meik,the company becoming Sir William Halcrow & Partners in 1941. In 1985 a private limited company bearing the same name was formed, the most recent change being in 1998, when the various Halcrow businesses and departments became Halcrow Group Limited. The Halcrow Trust owns 90 per cent of Halcrow, with the remaining 10 per cent by its employees. Halcrow has grown extensively over the past decade and now operates through a network of 29 UK and 32 international offices. As part of this growth, the number of employees has increased from 1,700 to nearly 5,000 worldwide. Approximatel.
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The document discusses employee engagement and its importance. It summarizes that employee engagement strategies can positively impact business performance and competitiveness. Research shows engaged employees are more productive and less likely to leave their jobs. The organization 3P offers services to help companies develop people engagement strategies through coaching, training programs, and assessments to improve performance.
3P brochure
The document discusses employee engagement and its importance. It summarizes that employee engagement strategies can positively impact business performance and competitiveness. Research shows engaged employees are more productive and less likely to leave their jobs. The organization 3P offers services to help companies develop people engagement strategies through coaching, training programs, and assessments to improve performance.
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Cpl is a leading recruitment agency that is experiencing high demand from clients as the market turns around. Now is a great time to join Cpl to be part of their growth and success. Cpl has a large client portfolio across many industries and has remained profitable through economic downturns. They offer training and career development opportunities, and prioritize corporate social responsibility. The CEO, Anne Heraty, is an award-winning business leader who has been very successful in growing the company.
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This dissertation examines whether increasing women's rights leads to secularization in the Middle East by analyzing case studies of Turkey and Iran. It begins by discussing theories of secularization and differences between Sunni and Shia Islam. The author uses both secular and Islamic feminist perspectives to understand how women's rights policies have been construed. In Turkey, a Sunni-majority secular state, and Iran, which transitioned from secular to Islamic governance, the author argues that advancing women's rights has not necessarily led to secularization. Religion has been used as a tool to enforce state policies and patriarchy rather than indicate religious or non-religious aims. The increasing interpretation of sacred texts by women has allowed them to combat patriarchy and advocate for
Final - Religion in Iran is primarily a vehicle to express opposition against...
Religion in Iran has often been used to oppose Western imperialism. After the 1953 CIA-backed coup that reinstated the Shah, Ayatollah Khomeini and other religious leaders used their influence and networks of mosques to speak out against the Shah's regime and its Western-leaning secularization policies. The 1979 Iranian Revolution that established the Islamic Republic combined religious and anti-Western sentiment, opposing the Shah's rule as a puppet of the West. Since then, Iran has supported international Islamic resistance groups opposing Western influence in the region as part of its revolutionary brand of political Islam. However, Iran has also cooperated with the West against shared threats like Al-Qaeda, showing religion is not purely defensive but can
Data analytics
The document summarizes a data analytics project to analyze engagement with internal emails and articles sent by the Global Consumer Healthcare team. On a weekly basis, the author pulls data from Adobe Marketing Cloud on published articles from the previous week and emails. Metrics like popularity, visual appeal, and traction are analyzed. Insights are presented back to the internal engagement team at their weekly "Big Kahuna Burger" meeting to help tailor their approach and correctly target audiences. Through this project, the author has gained insights into their own writing and presenting skills.
crisis management reporting
Samantha Hill conducts research and analysis on crisis topics when they are identified at GSK. She searches online news and social media to identify trends, audiences, and information sources regarding the crisis. Samantha displays her research in an easy to understand format and provides updates every few hours. Her ad hoc reports provide useful information to GSK employees and leadership teams during times of crisis management.
customer and competitor analysis
Samantha Hill conducted research and analysis on GSK customers and competitors from January to March 2014 to produce materials for a presentation. She sourced information on parliamentary mentions of key customers and competitors, searched customer websites for relevant corporate responsibility documents and values, and identified parallels between GSK and competitor values. Samantha produced a one-slide summary of customer mission statements, purposes and values, and searched news sites for customer and competitor mentions. This work was developed into a full PowerPoint presentation sent to GSK's GAPPA team.
Infographic creation
Samantha Hill conducted research and design work from April to June to create an infographic for communications employees. The infographic aimed to illustrate what makes effective and ineffective copy through easy to understand visuals. Her work involved background research on engagement tactics, read rates, and good infographic design. She is evaluating the ongoing project and found the opportunity to be creative and apply her research skills rewarding.
Newsletter
This document outlines a monthly newsletter project for GSK communications employees. It discusses researching latest healthcare, technology, and social media trends to write inspiring articles. Photos are sourced and edited in Photoshop to accompany articles. Content is uploaded and tagged, and a newsletter email is created with hyperlinks. The newsletter is sent to employees and has proven popular for bringing outside information in. Read rates of sample articles are provided, and positive feedback from employees is included, with a request to share content.
Brand promotion
The document summarizes a project to promote GSK brands internally through monthly materials. Key details:
- The assistant project managed the creation of compelling content including images and facts about selected brands to educate GSK's global employees.
- Materials were designed to raise awareness of GSK's brand portfolio, bridge gaps between teams, and create interest in new launches.
- Tactics included researching brands, sourcing materials from teams, ensuring compliance, designing posters, and measuring success through downloads and feedback.
- Evaluation found a 40% audience uptake, positive feedback, and successful implementation of materials across sites.
Online articles
This document summarizes a project to write online articles about consumer relations for GSK employees. The goals were to educate employees about the importance of consumer relations and maintain information flow. Key tactics included analyzing consumer reports and social media to find interesting topics, then writing articles and uploading consumer calls to share insights and increase understanding across the company. Feedback was positive and highlighted both confident areas and those needing development.
Photography and Interviewing
This document provides a photography intern's objectives, tactics, reflection, and evaluation for creating a photo essay about GSK's Diwali and Eid event. The intern's goals were to increase participation in the 2014 event and spread enjoyment through interviewing and photographing a diverse range of attendees. Tactics included researching the religions, taking photos and videos, analyzing the content, and uploading a story to the intranet. The reflection noted learning about the religions and importance of diversity and inclusion. The evaluation was that documenting the long-running event showed the activities enjoyed by GSK staff.
Website design
The document outlines Samantha Hill's objective to update the existing Listening Lab website to increase engagement, educate more GSK employees, and increase the number of reports run. Through research, Samantha identified key questions to answer and provided design suggestions and images. The updated website is in its final stages and Samantha enjoyed learning about website design and features that engage audiences.
Proof reading
This document outlines a proofreading role for Consumer Healthcare Leadership Team (CHLT) reports. The proofreader reads and analyzes monthly reports to highlight anomalies, mistakes, and unclear communication before reports are sent to CHLT and other employees. Over time, the proofreader has expanded their role from simply critiquing reports to also offering suggestions for improvement to make reports more engaging each month.
The Listening Lab
The document summarizes the work of managing and presenting GSK's Listening Lab reports and installations from June 2013 to June 2014. Key tactics included arranging initial calls and questionnaires to understand client needs, overseeing analyst reports, and ensuring client satisfaction. The goal was to have listening labs in every market by June 2014 and increase the number of reports run in 2014 compared to 2013. The reflection notes the project has grown, consumer call insights have been added, and plans are in place to increase demand for the service in 2014.
Working events
Samantha Hill worked on several GSK events from June 2013 to June 2014, gaining experience in project management, research, presentation, and organization. The events included the Shopper Science Lab launch, GSK IMPACT Awards, and Annual General Meeting. She reflected that each event pushed her out of her comfort zone in different ways and helped her communication and problem-solving skills. The SSL launch promoted a new research facility to GSK employees. The IMPACT Awards recognized charities for improving public health. Samantha helped guide people and ensure a charity she supported arrived on schedule. At the AGM, she presented nutrition brands to shareholders and helped prepare goodie bags.
Introduction
This document lists a variety of skills and areas of interest including writing skills for newsletters and articles, photography and interviewing, website design, oral health research, proofreading, creative brand promotion, crisis management reporting, infographic research and design, data analytics, communications planning, and analyzing customers and competitors.
More from Samantha Hill (16)
Final - Religion in Iran is primarily a vehicle to express opposition against...
Final - Religion in Iran is primarily a vehicle to express opposition against...
Communications planning
- 1. SamanthaHill Q Communications Plan for Internal Engagement Type of work: Projectmanagementandcommunicationsplanning Date: April 25th - June 20th Audience targeted:GSK employees(specificallyGreatBritain& Ireland based) Strategy: To promote the Human Performance Lab(HPL) and its activities Involvement:Iorganisedthe promotional tacticsmyself andpresented my ideastothe relevantstakeholders.Ialsohadto organise the logisticsforthe competitionwinnersandKellyHolmesonthe dayof the triathlon. Objective: - To increase knowledge aboutthe researchbeing conductedat the HPL - To explainthe HPLbrandmessage toGSK employeesandto highlightitsrelevance tothe business - To understandhowmanypeople wouldbe interestedin visitingthe HPL Tactics: - To run a competitiontoincrease conversationaroundthe HPLand its linkstothe sportingelite o Usingthe HPL’sclose relationship withthe Brownlee brothersandDame KellyHolmes,we wereable togetKellytocompete inthe Macmillan Brownlee Brother’sTriathlon relay alongsidetwoGSKemployees o The two GSK employeeswill wintheirplacesbyenteringourcompetition advertisedonline,onpostersandscreensacrossGSK Londonsites - To holdQ&A sessionswiththe BrownleeBrothersandDame KellyHolmestoshow examplesof the workthatiscurrentlybeingconductedatthe HPL - To organise a Yammerstrategyto provide GSKemployeeswithaconstantstreamof relevantHPLinformation - To create a communicationplanexplainingastepbystepguide to howthe HPL couldbe promotedinternally Evaluation The competitionwas agreat successas we had almost40 entries.We alsoprovidedall those whowereunsuccessful witha 50% off code to enterthe full triathlonthemselves. We have alsopromotedthe HPL brandmessage toGSK employeesandare planningtofurtherhighlightitsrelevance tothe businessusingthe Love ourBrandsproject. We are currently planninganeventinthe streetwhichwill bringinscientistsfromthe HPLtotalk to GSK employeesand answeranyquestionsthattheymight have.Thiswill be agreatopportunitytosee how manypeople wouldbe interestedin visitingthe HPLbyhavinga signupsheetatthe event. Reflection: I am interestedinthe workthat isconductedat the HPL so thisprojectwas somethingthatIlovedworkingon. Ifoundthe researchon proteintobe especiallyinteresting. Thisprojectalsoencouragedme to write acommunicationsplanof myown and engage stakeholdersfortheirideas.The communicationsplanhelpedme to thinkaboutpossible risksandissues,aswell asspecifictimelinesthatthis planshouldruntoo. It alsotaught me that eventhe mostplannedoutprojectsdonotalwaysgo straightto plan.In myoriginal plan,the eventinthe streetwasplannedtobe part of the competitionentryprocessbut hasbeendelayedtwomonths. Article page views: 322 Competition entries: 37