Head of Talent & Performance,
With two small children to look after, most mornings start bright and early for Clare Radford, Head of Talent & Performance at Greene King. Below, Clare sheds light on what one of her typical days can be like working for the pub retailer and brewer, which can consist of anything from taking part in coaching calls, to getting out and about to find out what is happening across pub divisions, brewery and pub partners…
Morning - 5:45am
I have two very small children who have a habit of waking up nice and early so it’s safe to say I never oversleep. Before I start the working day I need a cup of tea and music, I always need a little mood booster in the morning and this is my tried-and-tested way to start the day right. (Dolly Parton, McFly and Bruce Springsteen are always winners).
I like to think bigger picture at the start of the day and get the broader context before I dive into work. I use this time to have a read through the news in particular to see what is happening in the world of work and employment. I use LinkedIn and HR updates to help me feel that I’m connected with what is going on in our industry and that I’m focusing on the right things.
The first thing we do at the start of every week is have a team catch up. The focus of this isn’t our work and task lists but to connect, hear what’s going on for everyone and offer support if we spot opportunities. I’ve found that this early opportunity to connect helps reduce any of that Monday morning anxiety that I or others sometimes experience and is a good way to align what we’re up to this week.
My role is all about driving positive culture change in our business by designing talent and performance processes, supporting talent development, and working with our leaders to understand how we help our people to have fulfilling careers. My focus at the moment is embedding our new approach to performance conversations – I remember in my first proper job (not at Greene King) feeling so excited for my first ever performance review and finding the whole experience hugely disappointing. This is something I’m passionate about changing and, at Greene King, we’ve transformed our approach to performance with some exciting new tools and great leadership development which means that our people are having brilliant performance conversations.
My focus at the moment is embedding our new approach to performance conversations
Lunch - 12:30pm
Now that we’re back in the office this is my chance to connect with people from around the business and understand what is going on for them. This month is performance review period so I’m getting around as many people as I can to understand how the process is going, what impact it’s had for them and where we can support them moving forwards. It’s great to be back with colleagues and there is a real buzz in our offices now.
Typically this is when I focus on more reactive tasks as my energy lowers after lunch. I try and deal with emails as efficiently as I can and then focus on completing tasks that arise through email interactions.
This year I’ve committed to spending more time out in our pubs and other parts of the business so that I can understand the people priorities on the front line
Afternoon - 2:30pm
This year I’ve committed to spending more time out in our pubs and other parts of the business so that I can understand the people priorities on the front line. Through one of our brilliant leadership development programmes, I’ve managed to build some strong relationships in many different parts of our business. As a result I’m more able to get out and understand what is happening across our pub divisions, brewery and pub partners.
[I] take part in a coaching call with one of our leaders to support them in achieving their goals. I’ve recently pushed myself to take on some more formal coaching relationships and ensure that I keep well practised as coaching is a skill I definitely don’t want to lose. We try and meet up face-to-face at least once a quarter.
I’ve recently pushed myself to take on some more formal coaching relationships…
Usually I’ll have a ‘check-in’ with a team member. Last year we introduced ‘check-ins’ as a quick, effective means of checking in with our direct reports, the check-in tool prompts me to ask three questions: ‘How are you feeling? How are you doing? What’s next?’ – this ensures we talk about wellbeing, performance and what support is needed rather than being totally focused on a task list and it’s a great way to end the day.
Evening - 5:30pm
I try to be quite strict when it comes to finishing work on time. This means I have enough time to collect the kids and have some playtime before they go to bed at 7pm… I’m usually not that far behind them.
End of the day