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Senior HR leadership on demand to stabilise, modernise and scale your people function while you manage risk, cost and delivery pressure.
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End to end leadership of complex HR and workforce change programmes across operating model, technology, service delivery and employee experience.
Grounded, delivery-led insight on HR and workforce transformation through speaking, writing and executive education, informed by real programme experience.
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Independent, commercially grounded advice and assurance for boards and executive teams navigating high risk people, workforce and transformation decisions.
Clients:
How I Work
1
Discover
Rapidly diagnose the real issues across strategy, operations, technology, governance and capability so leaders are working from facts, not assumptions.
2
Design
Translate business and people strategy into a clear operating model, roadmap and investment case that leaders can commit to and govern.
3
Deliver
Lead or assure the programme, putting in place the structure, controls and momentum needed to turn plans into working solutions.
4
Embed
Lock in the change through adoption, capability, performance management and governance so the organisation does not slide back.
Testimonials
Chris has been a total pleasure to work with. He is extremely skilled in articulating and communicating complex and nuanced topics in a way that will land with audiences, particularly those in the HR function. He truly understands their challenges and wants to help solve them. His writing skills are some of the best I’ve come across among the consulting world, and the insight he provides is always thought-provoking, differentiated, and powerful. He is committed to evolving and furthering himself as a thought leader and it has been a joy working alongside him to help with that.
Lindsay Stark
About Chris Manning
I am a senior HR and workforce transformation leader who works at the executive and board interface to design, deliver and operationalise people strategy at scale.
For the last decade I have led complex, high-risk HR and workforce programmes across health, financial services, technology and large corporate environments. My work sits at the point where strategy, operations, technology and people collide. That is where most HR transformations fail and where I specialise.
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