McLaren Racing’s CPO on building a trust-based hybrid model

by HRD Connect | Report

McLaren entered Formula 1 in the early 1960s and since then has claimed 20 major titles, propelling drivers such as James Hunt, Niki Lauda and Ayrton Senna to global acclaim. Building on this success, the Surrey-based company has branched out into IndyCar and Extreme E racing, and e-sports. Today it also manufactures luxury supercars and encompasses an applied technology unit, which makes the company’s innovation available to other industries.

The long period of lockdown that followed Covid-19 represented a major leap into the unknown for an organisation that had previously been extremely office-centric. Here Daniel Gallo, McLaren Racing’s chief people and IT officer, explains how the company has negotiated this challenge and moved towards a hybrid working model, one with trust and responsibility at its very core.

Related Resources

AVEVA: "The business and our employees are the ones who are making the impact."

Report | Case Studies AVEVA: "The business and our employees are the ones who are making the impact."

1w

AVEVA: "The business and our employees are the one...

In this case study, Debbie Install, AVEVA's VP inclusion and employee engagement, shares how the brand has successfully implemented its strategy to ov...

View resource
How Fujitsu UK is mounting a digital-first diversity drive

Report | Case Studies How Fujitsu UK is mounting a digital-first diversity drive

2w

How Fujitsu UK is mounting a digital-first diversi...

In this case study, Kelly Metcalf, Fujitsu UK’s head of diversity, inclusion and wellbeing, explains how the British arm of the company is leading div...

View resource
Whitepaper - The Guide to Performance Job Advertising, Second Edition

Whitepaper | Talent Acquisition Whitepaper - The Guide to Performance Job Advertising, Second Edition

2w

Whitepaper - The Guide to Performance Job Advertis...

For most hiring organizations, job ads are a critical investment. Research has shown that job advertising is typically between 27% to 30% of a company...

View resource

Other resources from HRD Connect

AVEVA: "The business and our employees are the ones who are making the impact."

Report | Case Studies AVEVA: "The business and our employees are the ones who are making the impact."

1w

AVEVA: "The business and our employees are the one...

In this case study, Debbie Install, AVEVA's VP inclusion and employee engagement, shares how the brand has successfully implemented its strategy to ov...

View resource
How Fujitsu UK is mounting a digital-first diversity drive

Report | Case Studies How Fujitsu UK is mounting a digital-first diversity drive

2w

How Fujitsu UK is mounting a digital-first diversi...

In this case study, Kelly Metcalf, Fujitsu UK’s head of diversity, inclusion and wellbeing, explains how the British arm of the company is leading div...

View resource
How the MoJ has married diversity and inclusion to employee wellbeing

Report | Case Studies How the MoJ has married diversity and inclusion to employee wellbeing

4w

How the MoJ has married diversity and inclusion to...

Becky Thoseby, head of workplace wellbeing, the MoJ, describes how she and her team have protected employee wellbeing during the pandemic, and the res...

View resource
How Sony Music is supporting global social justice today

Report | Case Studies How Sony Music is supporting global social justice today

2m

How Sony Music is supporting global social justice...

One year on from the launch of Sony Music’s Global Social Justice Fund, co-chairs of the UK arm – Damaris Rex Taylor, director of marketing at RCA UK,...

View resource
Dropbox redefines employee experience in a virtual world

Report | Case Studies Dropbox redefines employee experience in a virtual world

3m

Dropbox redefines employee experience in a virtual...

In this case study, Laura Ryan, director of international HR at Dropbox, outlines how the firm smoothly navigated to a virtual model, with a view to a...

View resource
Kent County Council: Resetting HR strategy to drive organisational success

Report | Case Studies Kent County Council: Resetting HR strategy to drive organisational success

3m

Kent County Council: Resetting HR strategy to driv...

In this case study, Paul Royel, head of HR & OD at Kent County Council, outlines the gains achieved in several areas, and the shape of strategy in the...

View resource
Vitality: Turning L&D into a catalyst for organisational change

Report | Case Studies Vitality: Turning L&D into a catalyst for organisational change

4m

Vitality: Turning L&D into a catalyst for organisa...

In this case study, Sebastian Tindall, head of L&D operations at Vitality, outlines how the company overhauled its L&D processes to make it a catalyst...

View resource
Virgin Incentives: Reforming company culture to boost engagement and retention

Report | Case Studies Virgin Incentives: Reforming company culture to boost engagement and retention

5m

Virgin Incentives: Reforming company culture to bo...

The internal communications and company culture of Virgin Experience Days needed to be reformed to move away from a hierarchical model to one that int...

View resource