Russell Beck | Vistage UK
Speaker Bio

Russell Beck

Widely acknowledged as a thought leader in Talent and People Management, Russell brings an unrivalled level of passion and insight to everything he does. Highly qualified and with an unrivalled depth of experience across industries and geographies, Russell thinks differently, challenges norms and envisages better ways of working. A charismatic and inspirational public speaker Russell considers wide-ranging issues impacting the world of Talent, bringing a depth of insight and thought provoking challenge. He works with the senior leadership teams of companies of all sizes from FTSE100 to SMEs practically helping them better manage their most important asset, their people.

Russell is currently Head of Consulting for Impellam group – the largest recruitment services business you have never heard of (despite annual turnover of £2.2bn). Russell leads the thought leadership and engagement with strategic customers for a business that places 125,000 people a week into work. Prior to that Russell ran one of Impellam’s business units growing annual turnover by 50% to £120m in 2 years. In 2009 Russell and his teams managed over 1% of all permanent recruitment in the UK owning the entire recruitment and workforce planning for O2, Somerfield, BUPA, McAfee, SAS and others. In 2005 Russell was European Head of Talent for Yahoo! setting up and running the entire European function. In 1998 Russell managed a team of 52 and an infrastructure budget of almost £½bn designing and rolling out a mobile network in Austria.

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Qualifications

  • DMS – Henley Management School
  • MSc by research – Bath University
  • BEng (Hons) – first class – Bath University

In 2017 Russell has worked with organisations of all sizes and across industries, from FTSE100, Governmental organisations to family owned SMEs, including The FT, Enterprise Ireland, Capita, Avios, Bio Outsource, GSK, Syngenta, Formula One Autocentres, Gordon & MacPhail, Swinton Insurance, Ikano Bank and VF Group.

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My programmes
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The Generation Game – The challenges and opportunities of managing a multi-generational workforce

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

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The Generation Game – The challenges and opportunities of managing a multi-generational workforce

Overview:

Our workforces are changing; it is over 55 years since the last Baby Boomer was born and the last one will not retire for another 25 years; it is 25 years since the last Gen Y was born and Gen Z are entering the workforce. For the first time ever we have four to five generations in work. This has never happened before. We are fast entering a time where people in the workplace are separated by 50 years.

At the same time, automation and technology is changing the nature of work and how, where and when things get done. And on top of all this, unemployment is at unprecedented lows meaning anyone with talent, anyone with skill, is in demand, yet we still use management and engagement tools of a by-gone era.

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

Each session consists of a series of presentations to impart knowledge, interspersed by interactive exercises (as groups or individuals) to get attendees to think more deeply about the subject and embed the learning. At the end of each session, attendees will be given an accompanying ‘white paper’ (which will provide a summary of the session, explore the subject in greater detail and give all of the references used) and a series of exercises to try.

Outline:

Leaders will have to adapt to this ever changing environment having a flexible and nimble approach. This session will consider:

  1. The skills of the future.
  2. The generational challenges and opportunities.
  3. What are the generations.
  4. How do they view work.
  5. What do they each value in work.
  6. Where it might all go horribly wrong without you even realising it?

Employee Engagement

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

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Employee Engagement

Overview:

Engaged staff perform better, are 20% more productive, innovate more and deliver better customer service. Yet across the developed world business has an employee engagement problem - only 20% of the working population are actively engaged, with the same percentage being actively disengaged. And the remainder? They can be summed up in a single word: ‘Whatever’.

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

Each session consists of a series of presentations to impart knowledge, interspersed by interactive exercises (as groups or individuals) to get attendees to think more deeply about the subject and embed the learning. At the end of each session, attendees will be given an accompanying ‘white paper’ (which will provide a summary of the session, explore the subject in greater detail and give all of the references used) and a series of exercises to try.

Outline:

This session will remove the ambiguity of ‘employee engagement’ and turn it into your competitive advantage by considering:

  1. What engagement actually is.
  2. The business case for engagement and the bottom-line impact an engaged workforce brings.
  3. ‘Carrot or stick?’ What comes first engagement or performance?
  4. 8 tangible areas that are proven to increase the engagement of the workforce.

What does GOOD look like?

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

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What does GOOD look like?

Overview:

A lot of time and money is wasted on hiring the wrong people so it is worth considering who the right people are and how to get more of them into your organisation.

Recruitment is the most important people process we have, yet very few of us are any good at it. Research shows that 5% of your workforce produces 26% of the output and that only 19% of hires are an ‘unequivocal success.’ For all its importance and for all the investment we have made why is it so hard to hire good people? Why are we no better at hiring good people today than we were in the 1940s?

This is one of the three sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

Each session consists of a series of presentations to impart knowledge, interspersed by interactive exercises (as groups or individuals) to get attendees to think more deeply about the subject and embed the learning. At the end of each session, attendees will be given an accompanying ‘white paper’ (which will provide a summary of the session, explore the subject in greater detail and give all of the references used) and a series of exercises to try.

Outline:

This session will consider:

  1. The financial impact of hiring; how much a bad hire will cost you.
  2. What leaders can do to dramatically increase the chances of hiring good people.
  3. Three practical models that you can use immediately to hire the right people.
  4. Why would anyone bother working for you?

The Future of Work: Future proofing your business and your career

This session will make you really think about your business, about what you are, what you are trying to be and it will make you consider what is important. The session will give you a framework of 12 ‘so what’s.’

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The Future of Work: Future proofing your business and your career

Overview:

The world of work is changing and will soon be unrecognisable from what it is today. On one hand we are told that robots will take our jobs, and yet on the other we are told that we will not be able to retire until we reach our late 70’s or even 80’s. How can that be compatible? From macro trends of urbanisation, demography and life expectancy to the ever increasing capability of technology, our businesses are facing competition from seemingly everywhere and all at once. And for employees, in 5 years there will be 5 billion people with smart phones accessing Wikipedia and every book ever written; how will you compete when there will always be someone cheaper, faster and maybe better than you?

Businesses and work as we know it will change significantly over the next 5 years, so what will happen and how can we future proof our businesses and our careers? By connecting the dots in a meaningful way, we will consider these facts and more. It will open your eyes to the risks and threats that you will face and to the opportunities that exist. This is the scary subject, but it is also the reassuring one. The one thing I guarantee - you cannot hide from it.

This is one of the five sessions that highlight an element of Talent Management and collectively focus on how to better hire, develop, lead and get the most out of our most important asset – our people. All the sessions are built using extensive research across business and academia and backed up with practical application across multiple businesses.

Outline:

This session will cover:

  1. The trends playing out at a global level – emerging markets, technology, demography, globalisation, climate and politics
  2. The 12 ‘so what?’ factors - globalisation, company focus and size, lack of talent, holistic workforces, talent pools, location, technology, offices, Future skills, The ‘T,’ structures and processes and career protection.

In a constructive and thought provoking manner, the presentations will highlight the factors that business leaders will have to consider going forward. It will show how the world of work and business will change and for every point made, direct examples will be given to show where the future has already started to take shape as, after all, ‘the future is already here…’.

Through the group work, attendees will then localise and consider how these factors are and will be playing out for their business and themselves and start to consider what actions they can take to protect and insulate themselves and prepare for the future. By the end of the session, each attendee will have a far greater understanding as to what is going on in the world and how that will impact business and the world of work. You will realise the factors that strategically you will need to focus on, and have examples of where that is already taking place – and most importantly you will know why.

Who should attend?

Any senior business leader with an interest in how the future will unfold, what the challenges are that they and their business will face and what they need to consider to protect themselves going forward. In short, anyone with an interest in strategy and in ensuring their business will survive in the medium term.

In various forms, this session has been run for businesses from FTSE100 to SME employing tens of thousands or ten people across multiple industry sectors including pharma, retail, construction, manufacturing, services and tech.

What will you do after the session?

Think. I promise it. This session will make you really think about your business, about what you are, what you are trying to be and it will make you consider what is important. The session will give you a framework of 12 ‘so what’s.’ You will not be able to focus on all 12 but you will be able to work out what is important for you as a business, and help you prioritise where to focus and above all it will challenge you to think why? This will help with your strategic decisions, it will help you contextualise and it will open your eyes to potentials and possibilities.

One other thing I guarantee is that post the session you will hear or read something from somewhere and that will trigger the session in your memory. Whether it is technology, pension ages, AI and automation you will reflect back on this session multiple times afterwards.

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My areas of expertise