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The Neal Consultancy

Overview:

In 1998 Clare Neal established The Neal Consultancy to offer individually tailored Human Resource solutions to her clients small and large in all industries and sectors.

Clare developed her career with a number of high profile organisations:

The Boots Company: Human Resources Management
Korn Ferry: Executive Search
KPMG: Management Consultancy
Penna: Career Consulting

Clare has British Psychological Society qualifications (Level B) in psychometric assessment, including the Myers Briggs Type Inventory (MBTI) and OPQ 32. She is a Master Practitioner of Neuro-Linguistic Programming.

Clare works with a team of highly experienced HR professionals.
Our values and style:

Our style has been described by many clients as being that of “Sounding Board, Motivator, Devil’s Advocate and Professional Friend.” We always maintain a position of neutral objectivity and integrity, free of any personal agenda. We have the courage to ask the “tough question” and to act as a fair and constructive mirror. We are very supportive and adhere to the highest ethical and professional standards supported by a strong track record of progress and achievement with our clients through each and every assignment.

Recent assignments include:
Executive Coaching:

   Directors and Senior Managers of a number of major professional services firms to enable them to complete the rigorous director/partner assessment programme.
   Prison Governors ensuring that the leadership within the Service is ‘fit’ for major transformational change.
   A director of an international pharmaceutical organisation to enable him to meet the demands of heading up a newly created global function.
   Building the management skills of an Operations Director in the Rail industry to strengthen his delegation skills, build self-confidence and provide him with a clear strategy for his team and their contribution to their organisation.
   The Chief Executive and several Board members of an innovative national leisure attraction to ensure they maximised their performance to be able to meet the current and future challenges of the business.

Facilitation events:

   Facilitated a team of 30 who needed to review a 4-year, £50 million global project. This enabled them to identify key successes and challenges showing how the project had added value to the organisation and providing recommendations to the Executive Board for future change management initiatives.
   Worked with a team of engineers and scientists to improve team effectiveness by identifying ways to reduce “individual” working, increase team working and by considering ways to resolve conflict and manage change by raising their awareness and valuing the different personality styles and motivators within the team.

360 degree feedback:

   Delivering a bespoke 360-degree feedback exercise to the 18 members of the Executive team of a high profile government agency.
   Project managing and delivering 360-degree feedback programmes for the top 30 senior managers of a global pharmaceutical company.

Interim Management:

   Deputised for the Head of Learning and Development of a major plc during her maternity leave.
   Human Resources Manager for a direct mail company going through a complex change management programme involving the closure of a major site and the move of over 250 people to new premises 50 miles away.

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