Veronica Hope-Hailey, dean and head of school, University of Bath School of Management
Lyn Evola, September 16, 2015
As dean of the University of Bath’s School of Management, Veronica Hope-Hailey’s research focuses on the link between business strategy, HR strategy and change management. She is particularly interested in the relationship between organisational change and individual transition.
Veronica Hope-Hailey teaches and consults on an international basis, specialising in working with large organisations in collaborative research partnerships. A consistent theme of these is exploration of the challenges of corporate renewal and people transformation. Her most recent work has focused on repairing trust following the financial crisis, culminating in a report for the CIPD, ‘Where has all the trust gone?’. This research was undertaken within 14 organisations, including the John Lewis Partnership, automotive and aerospace components company GKN, legal firm Norton Rose, HMRC and a banking group.
She was previously funded by the Society for Human Resource Management in the US to conduct a study comparing employee engagement and performance management in the UK, India, China and the Netherlands. She recently commenced a new project with the CIPD, looking at innovation and HRM, and is also launching the second phase of her trust research, examining how to foster the development of trustworthy leaders.
In the 1990s, Hope-Hailey worked with the Leading Edge Forum at London Business School, after which she went on to found and direct the Change Management Consortium (CMC), which ran from 2002 until 2008. Members of the CMC included GSK, Ernst & Young and Kraft.
She is a member of the UK government’s Task Force on Employee Engagement, and has co-authored books including Strategic Human Resource Management: Corporate Rhetoric and Human Reality, and Exploring Strategic Change. Her previous appointments include associate dean and professor of HRM at Cass Business School, professor of HRM at Cranfield School of Management, and a fellowship at the University of Cambridge.
Interview with Veronica Hope-Hailey on trust
Trust is in short supply: if we want our economy to grow, we need it: interview
Going global, feeling small: an examination of managers' reactions to global restructuring in a multinational organisation
The influence of perceived employee voice on organizational commitment: An exchange perspective