Corinne Mills has been the Director of People and Organisational Development at Alzheimer’s Society for four years. Leading the work to support, develop, enable and engage the charity’s employees and volunteers.
Prior to this Corinne worked for Marks and Spencer, Ofsted, London Borough of Brent, The Learning Trust and RNIB. She is also a fellow of the Chartered Institute of Personnel Development (CIPD) and until October 2016 was a lay member of the Employment Tribunal Service for the Ministry of Justice.
With a career spanning more than 20 years, Mills has achieved outstanding results in organisational development, employee relations, employee engagement and organisational transformation, including mergers and acquisitions, launching new operating models, cultural change and high-level service models and HR systems. This was recognised in industry and functional awards including for the Best HR Strategy in Line with Business, and Excellence in Recruitment Innovation.
Since joining Alzheimer’s Society she has introduced a leadership coaching programme, apprenticeship programme, new pay and grading framework, and started a transformational workforce planning programme to help the Society continue to grow and deliver its ambitious strategy now and into the future.
Mills is committed to enabling people strategies that mutually benefit organisations, its clients and service users, and the people that work within them. She believes a diverse, skilled, engaged and empowered workforce of volunteers and employees is fundamental to delivering the transformation the Society wants to make for people with dementia – and enabling everyone who wants to be part of that mission to play a role. She lives in Hertfordshire with her three children and is a keen rugby supporter, active volunteer and fundraiser and has recently enjoyed the challenge of triathlons.
Today people are defining themselves by their life with work is a part of that. How does that impact how to engage them in the workplace and get the best out of them for the business?
o 4-day weeks, shift patterns, permanent WFH roles – what should you consider and how do you implement that at scale?
o To what extent do you need to have people back in the office for the wellbeing of the business and the employees?