Dr Iain McCormick

 

 

 

 

 

 

Dr Iain McCormick

Download Iain's resume: Click here

  • Dr Iain McCormick, Executive Coaching Centre, Head Coach
  • T: +64(0)9 575 4499
  • M: +64(0) 21 575 449
  • 25B Yattendon Road
  • St Heliers
  • Auckland
  • www.executivecoachingcentre.com
  • Skype: iainmccormick

Summary

Iain McCormick is Managing Director and executive coach with the Executive Coaching Centre in New Zealand.

Iain has a Master of Social Science, Diploma in Clinical Psychology and a PhD in organisational psychology. He has twenty years of management consulting experience and over this time has worked for many major multinational and large national corporations (see Client List).

He has experience in:

  • executive coaching, training and development, human resources audits and strategic planning
  • organisational and culture change, mergers and acquisitions, and job design, core competencies mapping, performance management, remuneration and incentive systems
  • quality and process improvement
  • assessment centre development and implementation, succession planning
  • operations reviews, Government consulting

Qualifications and training

  • PhD, in organisational psychology, Victoria University of Wellington, New Zealand
  • Master of Social Science (Honours, First Class), University of Waikato, New Zealand
  • Diploma in Psychology (Clinical), University of Waikato, New Zealand
  • Bachelor of Science, Victoria University of Wellington, New Zealand
  • Strategic Human Resource Management Programme, Harvard Business School
  • Leadership and Change Programme, London Business School
  • Strategic Innovation and Change Programme, Columbia Business School
  • Certificate in Company Direction, Institute of Directors in New Zealand

Extensive Consulting Experience

He has consulted in a wide range of countries including Indonesia, Taiwan, Singapore, Thailand, the Philippines, Hong Kong, PRC, Japan, New Zealand and Canada.

Dr McCormick has twenty years of management consulting experience. He has been:

  • head of a consulting and clinical psychology practice
  • National Director of HR for Touche Ross New Zealand - internal and external consultant
  • Consulting Partner in Deloitte, Touche, Tohmatsu
  • General Manager of the Strategic Human Resources Consulting group for the Hong Kong Productivity Council
  • Managing Director of Renwick McCormick Maule and Tam - a Hong Kong based consulting group
  • Executive Director of Aon Consulting Hong Kong Limited
  • Managing Director of the Executive Coaching Centre in New Zealand

Executive coaching

The following coaching projects have been undertaken.

  • The Managing Director of a major European multi-national food group in order to enhance his ability to make highly motivating presentations.
  • Two senior managers in a major US based insurance broker as part of a management development initiative.
  • The Finance Director of a major oil company as part of a productivity improvement project.
  • Two senior managers from a major US based merchant bank to assist them in dealing with feedback from 360-degree feedback.
  • A highly successful six-month individual coaching programme with the Partner of a major law firm whose performance had deteriorated.
  • A long-term project coaching the HR manager for greater China of a multinational oil company.
  • A Partner in a major accounting firm whose work practices were unacceptable to the firm.
  • Career coaching with the Regional CEO of a large multinational bank who had applied for a very senior position in the international headquarters of the bank.
  • The CEO of a major limited license bank to clarify performance problems in his senior management team.
  • A training manager of a large retail chain in making presentations and this greatly assisting the company to gain second prize in a major Hong Kong business award.
  • A senior executive in the property sector at the time of a major downturn in the industry.
  • Senior Partner in a major international interior design company.
  • Senior managers in a multinational oil company including a construction project manager and an IS and business process manager
  • Senior managers in the Asia Pacific headquarters of a multinational telecommunication equipment company.

Training and Development Experience

Iain has developed and run the following courses.

  • coaching skills
  • coaching using acceptance and commitment training
  • mergers and acquisitions
  • customer service
  • change management
  • process improvement
  • cross cultural team building
  • presentation skills
  • performance appraisal systems and counselling skills
  • time and task management skills
  • effective performance pay and profit sharing systems
  • linking human resources plans to business plans
  • interpersonal communication including assertiveness and conflict resolution skills
  • delegation and supervision
  • developing productive work relationships
  • leadership style and skills
  • team building
  • professional selling skills
  • stress management and coping with change
  • equal employment opportunities
  • career development
  • succession planning
  • dealing with poor performers
  • downsizing and redundancy
  • mergers and acquisitions
  • organisational performance management
  • organisational restructuring
  • role clarification as part of organisational renewal
  • human resources strategic planning

His clients for training programmes have included:

  • major multinational corporations
  • government departments
  • large national enterprises
  • small entrepreneurial firms

He has undertaken teaching or training in:

  • Hong Kong
  • PRC
  • Indonesia
  • Taiwan
  • Thailand
  • The Philippines
  • New Zealand

Human Resources Audit and Strategic Planning

Iain has developed a simple, clear method to link human resources systems and processes to business strategies. This approach ensures that human resources management becomes a key source of competitive advantage for companies.

Iain has undertaken human resources strategic planning for the following clients:

  • A large electronic publisher - work undertaken for the East Asia region
  • a beverage manufacturer with factories in Hong Kong and China
  • two large operational government departments in Hong Kong with one project involving updating and implementing the strategic HR plan over three years
  • a large multinational oil company with one plan completed for Hong Kong and China and a second for Taiwan
  • a household goods manufacturer
  • a electronic goods manufacturer
  • a major Hong Kong Hotel
  • a computer components manufacturer with offices in Hong Kong and a factory in Southern China
  • a German hi-tech equipment manufacturer
  • a US computer networks company
  • one of Hong Kong's largest property development companies
  • a global insurance broker
  • in addition he has made numerous conference presentations and run training programmes on human resources strategic planning

Organisation and culture change

Iain has produced a straightforward and highly participative method to train senior management teams how to develop and implement sound organisation change processes and restructuring.

This work has been completed for the following clients:

  • the IT department of a large retail bank
  • the computer division of a large Hong Kong based consulting organisation
  • a computer components manufacturer with offices in Hong Kong and a factory in Southern China
  • a large international dairy products company
  • a beverage manufacturer with factories in Hong Kong and China
  • a large garment manufacturer in Southern China
  • a large multinational oil company with a series of projects completed for the Asia Pacific Regional office, as well as in Hong Kong, China and Taiwan
  • the Hong Kong branch of a large US based finance company
  • the Employee Benefits Consulting section a large US insurance broker
  • numerous projects in government departments including Justice, Housing, Police, Land Registry, Civil Service Training, Health and Transport
  • a semi-government trade promotion organisation
  • multiple conference presentations for a large financial institution

Mergers and acquisitions

A wide range of work has been undertaken with organisations undergoing mergers or acquisition including integration planning, training programmes for managers, facilitation of integration implementation and general advice.

This work has been completed for the following clients:

  • two large accounting firms
  • a small consulting company that was acquired
  • an internet venture capital firm and a large telecommunications company
  • a Swiss biotech company that was preparing for a merger
  • two multinational oil companies including the pre-merger preparation, development of a culture assessment tool, the mapping of the two former cultures and the definition of the new culture, development of a plan to implement the new culture
  • three Hong Kong based quasi-government organisations that were merging into one

Core competency mapping

In this area Iain has produced a highly participative method to enable jobholders to develop lists and definitions of the skills, knowledge and attitudes (or competencies) required to succeed in jobs. Competencies are used as a basis for enhancing nearly all human resource management systems from recruitment to succession planning.

This work has been completed for the following clients:

  • a large telecommunications company
  • a large multinational oil company where projects were completed for Hong Kong and China with competencies being developed for senior management, middle management, and sales staff
  • a semi-government organisation in the area of electronic data interchange where competencies were developed for a range of job groups
  • three different consulting companies where competencies were developed for all levels in the organisations
  • a construction equipment company
  • Registered Nurses in Hong Kong
  • a large construction company
  • a major dairy producer and exporter
  • a small government department in Hong Kong
  • a large postal utility
  • a major retail bank
  • a global insurance broker

Performance management:

Numerous projects have been undertaken using a straightforward method to train work teams to write clear and measurable objectives. In addition complete performance management systems have been developed for a wide range of clients.

This work has been competed for the following clients:

  • a beverage manufacturer with factories in Hong Kong and China
  • four different consulting companies
  • a large multinational oil company with projects completed for Hong Kong and China
  • a large polytechnic
  • a Hong Kong based European trading company
  • a small government department in Hong Kong
  • an international accounting firm
  • a multinational insurance broking firm

Job and role analysis and clarification

Programmes have been designed and run for the following organisations:

  • a multinational oil company
  • greater China marketing group
  • Asia Pacific regional marketing group
  • Asia Pacific regional management team
  • a trade development organisation
  • a multinational accounting firm
  • a semi-government consulting organisation

Quality and process improvement consulting

Iain has used the commercially available quality improvement methodology from Joiner and Associates for the following clients.

  • the Hong Kong based arm of a major French bank
  • a medium sized European bank
  • the Hong Kong arm of a major US finance company
  • a UK based oil company with work in the supply chain and the finance department

Assessment and development centres

Programmes have been designed and run for the following organisations:

  • a large retail bank that was selecting managers for a newly designed organisation
  • a second retail bank where management potential was identified
  • a large national accounting firm

Succession and career planning

Work in this area has been undertaken for:

  • a major dairy products company
  • a large China based garment manufacturer
  • the central agency for a large group of hospitals

Remuneration and incentive schemes

Projects have been undertaken for:

  • an international accounting firm
  • a large local law firm
  • a large local engineering firm
  • a large Hong Kong government department
  • a multinational insurance broker

Operations reviews

The following reviews have been undertaken:

  • twenty New Zealand prisons, head office and training school
  • a large government social welfare department
  • a major law firm

Government and Public Sector Consulting

Iain has undertaken a wide range of government and quasi-government projects:

  • Led the team that wrote the code of practice for the Hong Kong Equal Opportunities Commission on the SDO and DDO.
  • Led the team that wrote the guidelines for human resource practitioners for the Office of the Commission on Data Privacy.
  • Undertook a review of the impact of equal opportunities legislation on insurance for the Hong Kong Equal Opportunities Commission.
  • Developed the performance management system for the Hong Kong Productivity Council. This included developing performance measures and training managers and staff in the use of the system.
  • Developed performance pay systems in an engineering based state owned enterprise that was operating on a commercial basis. The systems were designed to ensure that rewarded performance was in line with the organisation's strategic direction and fostered its competitive position in the market.
  • Undertook a review of the effectiveness of a job search skills retraining programme conducted by Christian Action for the Employees Retraining Board.
  • Led a major project to improve efficiency and productivity in the New Zealand Prison Service. The project involved aligning occupational groups and the ranking structure of the New Zealand Prison Service with a new management approach. Dr McCormick had developed this management approach in a series of previous projects. The work involved a review of overtime, penal rates, rostering, leave, superannuation, career prospects, multi-skilling, teamwork and training.
  • Conducted four structure and staffing level reviews for the Chief Executive Officer of the Ministry of Transport. This work formed part of the overall government sector reform which saw the break up of large government departments and the establishment of small, more tightly focused, policy-based ministries and government regulatory agencies. The overall programme included the corporatisation and/or privatisation of operational arms of government.
  • Led the largest organisation and management structure review that had been undertaken in the New Zealand prison service. This twelve-month assignment involved the review of 21 penal institutions, the Prison Staff College and the Head Office of the Penal Division of the Department of Justice. The project has involved the successful development and implementation of a methodology for the management review. This resulted in the conducting of structured interviews with a range of staff at each prison, running management restructuring workshops with both local prison staff and Head Office representatives in order to identify a relevant structure for each institution. The review was also very successful in introducing the notion and practice of unit management into many prisons.
  • Was appointed by two successive New Zealand Ministers of Justice to undertake projects. He was asked by Rt. Hon. Geoffrey Palmer to participate in a major policy review of the prison service. He was subsequently appointed by Rt. Hon. Douglas Graham to a think tank to advise the Minister on prison reform.
  • Led an international team of consultants who undertook an organisation and job design project for the New Zealand Income Support Services section of the Department of Social Welfare.
  • Undertook an evaluation of the effectiveness of organisational change in a major State Owned Enterprise and developed alternative corporate renewal strategies. This included training for senior management in the principles of the corporate renewal strategy task alignment.
  • Led a strategic planning exercise that served as a base to develop a new fund-raising organisation for Health and Welfare Canada.
  • Assisted senior management in an organisation review of a policy and research division of a major government department.
  • Led a project to assess internal customer perceptions of service level for the corporate services section of a major government department and for the human resource group of a major insurance firm. These projects were undertaken by developing a survey and using the results as part of the input for a planning round.
  • Part of a team that undertook a comprehensive audit of the Corrections Branch of the Department of the Solicitor-General of Canada.
  • Developed a system to link the strategic plan to the human resource plan for a government department. This involved working with senior management to develop planning systems that produced data relevant to skill and performance gaps in the organisation. It also identified areas of human resource risk.
  • Led a long-term strategic planning project for the Corrections Group of the Department of Justice. Representatives from the prison, probation, planning, policy and psychological services met to construct an integrated approach to organisational development.
  • Was appointed to a task force to oversee the introduction of contract management into the New Zealand prison service.
  • Led a project designed to introduce performance measurement into the tertiary education sector. This involved working with the Chief Executive, senior managers and heads of departments to identify the critical planning areas and to develop measures of performance. From this data, planning guides were developed and implemented.
  • Was involved in the commercialisation of the retail electricity distribution system. He led the national project team that assisted the New Zealand Minister of Energy to appoint 175 Directors for newly created electricity supply companies.
  • Involved in the commercialisation of the public health sector. He led a team that appointed Directors who formed hospitals which operated on a commercial basis in New Zealand.
  • Undertook a review of human resource management for a major Hong Kong based management consulting organisation.
  • Conducted a management information needs analysis for the Correctional Services of Canada.
  • Undertook a strategic planning and strategy alignment project for a computer services division of a major Hong Kong professional services firm.

Other consulting

  • A wide range of psychological testing and test interpretation
  • developing mission, vision and values
  • business strategy development and planning
  • personnel forecasting and developing 'head count drivers'
  • recruitment
  • writing individual employment contracts
  • internal communication surveys and reviews
  • developing human resources management policies and procedures
  • job analysis and job description writing
  • undertaking a wide range of internal surveys and developing survey strategies
  • internal communications reviews
  • development of organisation wide performance measures

Other roles

  • Independent Trustee The Hong Kong General Chamber of Commerce Superannuation fund
  • Non-executive Director - Solo Plastics Limited, Auckland, New Zealand.

 

 

Publications

Publications in 1980

  1. McCormick, I. A. (1980).  Social skills training and natural contingencies. New Zealand Psychologist, 9, 70‑73.

Publications in 1981

  1. Gilmour, D. R., McCormick, I. A., & de Ruiter, C. (1981).  Assertion training with adult male offenders: internal validity. Behavior Therapy, 12, 274‑279.

Publications in 1982

  1. McCormick, I. A. (1982).  New Zealand norms for the Rathus Assertiveness Schedule.  New Zealand Psychologist, 11, 27‑28.

Publications in 1983

  1. White, K. G., Taylor, A. J. W., & McCormick, I. A. (1983).  A note on the chronometric analysis of cognitive ability.  New Zealand Journal of Psychology, 12, 33‑40.
  1. Walkey, F. H., & McCormick, I. A. (1983).  FACTOREP: a pascal programme to examine factor replication.  Victoria University of Wellington, publications in psychology, Wellington, New Zealand, 29, 1‑17.

Publications in 1984

  1. McCormick, I. A., Walkey, F. H., & Taylor, A. J. W. (1984). Community attitudes towards penal policy.  Australian and New Zealand Journal of Criminology, 17, 33‑40.
  1. McCormick, I. A. (1984a). A review of studies on the prevention of motor vehicle accidents with particular reference to high risk groups.  Wellington: Accident Compensation Corporation, 1‑48.
  1. McCormick, I. A. (1984b). Is the stress killing you?  The Accountants' Journal, 63, 217‑219.
  1. McCormick, I. A. (1984c). A simple version of the Rathus Assertiveness Schedule. Behavioral Assessment, 7, 95‑99.
  1. McCormick, I. A. (1984d). A review of studies on the health, life expectancy, disabilities and diseases of former service personnel with particular reference to prisoners of war.  Wellington: War Pensions Medical Research Trust Board, 1‑62.

Publications in 1985

  1. Walkey, F. H., & McCormick, I. A. (1985a).  Multiple replication of factor structure: a logical solution for a number of factors problem.  Multivariate Behavioral Research, 20, 57‑67.
  1. McCormick, I. A., Hahn, M., & Walkey, F. H.  (1985). Reliability and normative data for the Simple Rathus Assertiveness Schedule.  New Zealand Journal of Psychology, 13, 69‑70.
  1. McCormick, I. A., Huang, M. S., & Walkey, F. H.  (1985). Repressive or permissive? A comparison of police recruits and student attitudes towards offenders.  Police Studies, 8, 54‑57.
  1. McCormick, I. A., Walkey, F. H., & Taylor, A. J. W. (1985). The Stress Arousal Checklist: an independent analysis.  Educational and Psychological Analysis, 45, 143,146.
  1. Walkey, F. H., & McCormick, I. A., (1985b). FACTOREP: a pascal program to examine factor replication.  Education and Psychological Measurement, 45 147‑150.
  1. Taylor, A. J. W., & McCormick, I. A. (1985). The prediction of performance on the International Biomedical Expedition to the Antarctic (IBEA).  Polar Record, 22, 643‑652.
  1. Taylor, A. J. W., Robinson, R. D., & McCormick, I. A. (1985). Written personal narratives as research documents ‑ the case for their restoration.  International Review of Applied Psychology, 35, 197‑208.
  1. McCormick, I. A., Taylor, A. J. W., Rivolier, J., & Cazes, G. (1985).  Psychometric study of stress and coping.  Journal of Human Stress, 11, 150‑156.
  1. Taylor, A. J. W., & McCormick, I. A. (1985). Human experimentation during the IBEA.  Journal of Human Stress, 11, 161‑164

Publications in 1986

  1. McCormick, I. A., Walkey, F. H., & Green, D. E. (1986). Safety perception in drivers.  Accident Analysis and Prevention, 18, 205‑208.
  1. Walkey, F. H., Green, D. E., & McCormick, I. A., (1986). The three factor structure of the Eysenck Personality Inventory revealed by a two step confirmatory procedure.  Personality and Individual Differences, 7, 903‑905.
  1. McCormick, I. A. (1986). Coping with farm stress.  New Zealand Farmer, 26 June, 45‑56.
  1. McCormick, I. A. (1986). Managing stress at all levels in the work place.  The Evening Post, Employment and Personnel Supplement, Thursday, 18 July 1986, 15.
  1. Taylor A. J .W., Robinson, R.D. & McCormick, I. A. (1986). Written personal narratives as research documents – a case for their restoration.  International Review of Applied Psychology, Vol 35, No 2 197-208

Publications in 1987

  1. McCormick, I. A. (1987). Throwing away the pills and dealing with the cause. Better Business, December/January, 37‑38
  1. McCormick, I. A. (1987). Touche Ross Study Guide.  Wellington: Touche Ross & Co, 1‑4.
  1. McCormick, I. A., & Siegert, R. J. (1987). 10 key steps for improving productivity.  Management, May, 26‑27.
  1. Green, D. E., Walkey, F. H., Taylor, A. J. W., & McCormick, I. A. (1987). New Zealand attitudes to mental health. New Zealand Journal of Psychology, 16, 37‑41.
  1. McCormick, I. A., Siegert, R. J., & Walkey, F. H. (1987). Dimensions of social support:  a factorial confirmation.  American Journal of Community Psychology, 15, 73‑77.
  1. Walkey, F. H., Siegert, R. J., McCormick, I. A., & Taylor, A. J. W. (1987). Multiple replication of the factor structure of the Inventory of Socially Supportive Behaviours. Journal of Community Psychology, 15, 513‑519.
  1. Green, D. E., McCormick, I. A., Walkey, F. H., & Taylor, A. J. W. (1987).  Community attitudes to mental health: twenty two years on. Social Science and Medicine, 24, 417‑422.
  1. Siegert, R. J., McCormick, I. A., Walkey, F. H., & Taylor, A. J. W. (1987) The examination of reported factor structure of the General Health Questionnaire and the identification of a stable and replicable structure.  Australian Journal of Psychology, 39, 89‑108.
  1. McCormick, I. A. & Sinclair, L. E. (1987). Appraise your appraisal system. Management, September, 37.
  1. McCormick, I. A. (1987). Motivators ‑ the secret of picking the right career. The Accountants' Journal ‑ Graduates' Supplement, 66, 6‑7.
  1. McCormick, I. A. (1987) The Simple Rathus Assertiveness Schedule. In Corcoran, & Fisher, Measures for clinical practice: a sourcebook.
  1. Rivolier, J., Cazes, G., Ludwig, D., Taylor, A. J. W., & McCormick, I. (1987). Comparison methodologique lors d'une etude du stress dans l'Antarctique. Neuro‑Psy, 2, 9, 500‑512.
  1. Rivolier, J., Cazes, G., Ludwig, D., Taylor, A. J. W., & McCormick, I. (1987). Comparison methodologique lors d'une etude du stress dans l'Antarctique. Neuro‑Psy, 2, 559‑568.
  1. Taylor, A. J. W., & McCormick, I. A. (1987).  The reactions of family partners of Antarctic expeditioners.  Polar Record, 23, 691‑700.
  1. Taylor, A. J. W., & McCormick, I. A. (1987).  Research procedures as components of environmental stress.  Human Stress, 2, 1‑13.
  1. McCormick, I. A., Green, D. E., & Walkey, F. H. (1987). A multiple replication of the three factor structure of the Eysenck Personality Inventory identified using a two step confirmation and the factor replication procedure FACTOREP.  Personality and Individual Differences, 8, 285-287.
  1. Taylor, A. J. W., & McCormick, I. A. (1989). Research procedures as components of occupational stress.  In Humphrey, J. (Ed.), Recent developments in occupational stress. Vol 2, 1-13.  New York: AMS Press.

Publications in 1988

  1. Green, D. E., Taylor, A. J. W., Walkey, F. H., & McCormick, I. A. (1988). The nurse's image: fact or fiction.  New Zealand Nursing Journal, January, 15‑17.
  1. Gregory, P., & McCormick, I. A. (1988). No one likes to say ... you're fired! Management, March, 37-38.
  1. McCormick, I. A., & Cooper, C. L. (1988). Executive stress: extending the international comparison.  Human Relations, 41, 65‑72.
  1. Sinclair, L., & McCormick, I. A. (1988). Reap rewards by nursing a new manager. Management, June 114.
  1. McCormick, I. A., & Allen, K. (1988). The evaluation of single centrally mounted auxiliary stop‑lights: a New Zealand field test.  The New Zealand Journal of Psychology, 17, 15‑18.
  1. McCormick, I. A. (1988) Coping with change: a personal survival strategy for New Zealanders. Wellington: NZ Government Printer.
  1. Green, D. E., Walkey, F. H., McCormick, I. A., & Taylor, A. J. W. (1988). Development and evaluation of a 21 item version of the Hopkins Symptom Checklist with New Zealand and United States respondents.  Australian Journal of Psychology, 40, 61-70.
  1. Siegert, R. J., McCormick, I. A., Patten, M. D., & Taylor, A. J. W. (1988). Factor analysis of the WAIS‑R using the factor replication procedure FACTOREP.  Multivariate Behavioral Research, 23, 481-489.

Publications in 1989

  1. Green, D. E., Reynolds, N. S. M., Walkey, F. H., & McCormick, I. A. (1989). The Conservatism Scale: in search of a replicable structure.  Journal of Social Psychology, 128, 507-516.
  1. Green, D. E., Walkey, F. H., Taylor, A.J.W., & McCormick, I. A. (1989).  Replication of the Hopkins Symptom checklist with New Zealand and United States respondents.  New Zealand Journal of Psychology, 18, 60-64.
  1. Cazes, G., Rivolier, J., Taylor, A. J. W., & McCormick, I. A. (1989). The quantitative and qualitative use of the adaptability questionnaire (ADQ).  Arctic Medical Research, 48, 185-194.
  1. Roper, C., McCormick, I. A., Garret, W. D., Biddle, R., & Dunstall, J. K.  Ministerial Committee of Inquiry into the Prisons System (1989) Prison Review. Te Ara Hou: The New Way, Crown: Wellington. 1-287.

Publications in 1990

  1. Rivolier, J., Cazes, G., & McCormick, I. A. (1990). The International Biomedical Expedition to the Antarctic: Psychological Evaluations of the Field Party.  In Harrison A.A., Clearwater Y.A. and McKay, C.P. [Eds.] From Antarctica to Outer Space: Life in Isolation and Confinement, 283-290. New York: Springer-Verlag.

Publications in 1991

  1. McCormick, I. A., Green, D. E., & Walkey, F. H. (1991).  A comparison between first, second and third order factor analyses in the multi-scale questionnaire - The Eysenck Personality Inventory.  Personality and Individual Differences, 12, 43-48.
  1. McCormick, I. A., & Miller, D. M. (1991).  Focus on strategic planning: from mission statement to productive work effort.  Powerlines, February 1991,1-4.
  1. McCormick, I. A. (1991).  Life after death – doing more with less.  National Business Review, April 1991.
  1. McCormick, I. A., & Crawford, T. (1991).  Core competencies: integrating human resource management.  Human Resources Report, October/November, 1-2.

Publications in 1992

  1. McCormick, I. A., & Crawford, T. (1992).  Competency based training needs analysis.  Human Resources Report, January/February, 4.
  1. McCormick, I. A., & Crawford, T. (1991). Core competencies: integrating human resource management. New Zealand Banker, Vol 4, No 3, 29.

Publications in 1993

  1. Bradford, C., & McCormick, I. A. (1993). Evaluating training expenditure: is your training budget money down the drain? Human Resources Report, March, 1-2.
  1. Bradford, C., & McCormick, I. A. (1993). Human resource management in the Asia Pacific Region. Human Resources Report, May, 1-2.
  1. McCormick, I. A. (1993). Why bother with Human Resource Management, Hong Kong Productivity News, Vol 24, No 8, 6-8.

Publications in 1994

  1. McCormick, I. A. (1994).  How to reduce staff turnover.  Hong Kong Business, March 1994, 50-53.
  1. McCormick, I. A. (1994).  Keep your staff motivated.  Hong Kong Business, April 1994, 49.
  1. McCormick, I.  A., & Pollack, R. (1994).  Capturing Corporate Culture.  Hong Kong Staff,             May 1994, 14-15.
  1. McCormick, I. A., & Chapman, T. (1994).  Profit through staff and customer loyalty.  Hong Kong Business, August 1994, 53 - 54.
  1. McCormick, I. A. (1994).  How to get the most from your staff.  Asian Law Journal, Vol 3, No 3, 34-37.

Publications in 1995

  1. McCormick, I. A. (1995).  The art and science of partner selection. Asian Law Journal, Vol 4, No 2, 47-50.
  1. McCormick, I. A. (1995).  Performance pay.  The Employment Report, Vol 2, No 7, 17-21.
  1. McCormick, I. A. (1995).  HKPC Human Resources Development Division goes strategic.  Productivity News, May, 29-30
  1. McCormick, I. A. (1995).  Answer to jobs dilemma in our hands.  Hong Kong Standard, Financial Review, 20 June, P7
  1. McCormick, I. A. (1995).  Managing the lifecycle of a partnership. Asian Law Journal, Vol 4, No 6, 16-18.
  1. McCormick, I. A. and Chapman, T. (1995).  Executive relocation: personal and organizational issues in Managing across cultures: issues and perspectives. Malcolm Warner and Pat Joynt (eds). London: Thompson Learning 326-337.

Publications in 1999

  1. McCormick, I. A. (1999).  The home/work balance – how important is it and what can be done?  HR Manager – CCH Issue 3, 1-3.
  1. McCormick, I. A. (1999).  Reeningeering human resource management.  HR Manager – CCH Issue 3, 4-5.
  1. McCormick, I. A. (1999).  Editor – HR skills for Managers. CCH Publishing.
  1. McCormick, I. A. (1999).  Editor – HR Manual, Hong Kong.  CCH Publishing.
  1. McCormick, I. A. (1999). Employee commitment: the new imperative.  China Focus, Vol v, No 5 21-23.

Publications in 2000

  1. McCormick, I. A. (2000). Mergers and acquisitions without tears: HR leads the way.  People strategist.  Issue No 1, September 2000, 10-13.
  1. McCormick, I. A. (2000).  Performance appraisals in Asia.  People strategist.  Issue No 2, November 2000, 20-21.

Publications in 2001

  1. McCormick, I. A. (2001).  Not drowning but waving: dealing with poor performers.  People strategist.  Issue No 3, January 2001, 23-24.

Publications in 2002

  1. McCormick, I. A. (2002).  Strategic synergy. Employment Today.  January - February 2002, 18-20.
  1. McCormick, I. A. (2002).  Strategic synergy 2. Employment Today.  March – April 2002, 46-47.
  1. McCormick, I. A. and Forsyth, S. (2002).  Stress measures. Employment Today.  March – April 2002, 39-40.
  1. McCormick, I. A. and Hahn, M. R. (2002).  Competency clues. Employment Today.  May – June 2002, 30-32.
  1. McCormick, I. A. and Hahn, M. R. (2002).  Job descriptions: What’s their worth? Employment Today.  June - July 2002, 8-9.
  1. McCormick, I. A. (2002).  Training needs analysis. Employment Today.  October - November 2002, 14-15.

Publications in 2003

  1. McCormick, I. A. and Currie J. (2003).  The changing face of governance. Boardroom: The Journal of the Institute of Directors.  February 2003, 3-4.
  1. McCormick, I. A. and McInnes R. (2003).  The coach approach. Employment Today.  December 2003, 34-35.
  1. McCormick, I. A. (2003). Cross Cultural Coaching:  Coaching in the Asia Pacific Region.  In Chapman, T., Best, B., McCormick, Van Kasterin, P.  Executive Coaching: Exploding the Myths. Palgrave/Macmillan.

Publications in 2004

  1. McCormick, I. A. and Wilson W. (2004).  The growing importance of director evaluation. Boardroom: The Journal of the Institute of Directors.  July 2004, 3.
  1. Wilson, W and McCormick, I. A. (2004).  Getting maximum value from director evaluations. Boardroom: The Journal of the Institute of Directors.  December 2004, 4 -5.

Publications in 2005

  1. Wilson, W and McCormick, I. A. (2005).  The value of individual director evaluations. Boardroom: The Journal of the Institute of Directors.  April 2005, 10-13.
  1. McCormick, I. A. (2005).  CEO Evaluation: Getting the right result.  Boardroom: The Journal of the Institute of Directors.  August 2005, 6-7.
  1. McCormick, I. A. (2005).  Board Evaluation for the Sport and Recreation Sector.  Boardroom: The Journal of the Institute of Directors.  September 2005, 7.
  1. McCormick, I. A. (2005). Coach-built success.  Employment Today. November, 105, 13-16.
  1. McCormick, I. A. and Burch, G. (2005). Snakes in suits: Fear and loathing in corporate clothing.  Management, November, 34-35

Publications in 2006

  1. McCormick, I. A. and Wilson W. (2006).  Director evaluation is now well established. Boardroom: The Journal of the Institute of Directors.  April 2006, 7.
  1. Burch, G., and McCormick, I. A. (2006). Minimising the impact of the workplace psychopath.  People and Organisations@Work, Spring Edition 8-9.
  1. McCormick I. A. (2006). Fast forward: How to avoid slow coaches.  New Zealand Management, May 2006, 40-41.
  1. McCormick I. A. (2006).  Do you need a coach? The Business, New Zealand Herald, 8 May 2006, 24.
  1. McCormick I. A. (2006).  Putting boards to the test. The Business, New Zealand Herald, 3 July 23.
  1. McCormick I. A. (2006).  Is e-learning the way to go? Employment Today, September/October, 25.
  1. McCormick I. A. (2006).  A question of balance. The Business, New Zealand Herald, 2 October, 21.
  1. McCormick I. A. (2006).  Passing on the family silver. The Business, New Zealand Herald, 27 November, 23.
  1. McCormick I. A. (2006).  Listen to your body clock. The Business, New Zealand Herald, 11 December, 19.

Publications in 2007

  1. McCormick I. A. (2007).  How to sell e-learning. Employment Today, February, 117, 43.

Publications in 2008

  1. McCormick I. A. (2008).  Taking it Onboard. The 21st Century Director October 20-21.  
  1. McCormick, I. A. & Burch, G. St. J (2008).  Personality focused coaching for leadership development.  Consulting Psychology Journal: Practice and Research, Vol. 60, No. 3, 267–278.
  1. McCormick I. A. (2008).  Grading the board.  New Zealand Management, October 78-79.  
  1. McCormick I. A. (2008).  That curious CEO-board collaboration.  New Zealand Management, December 114-115.  

Publications in 2009

  1. McCormick I. A. (2009).  Practical sustainability in the boardroom. New Zealand Management, February 70-71.  
  1. McCormick I. A. (2009).  Has your board hit its use-by date? New Zealand Management, April 70-71.  
  1. McCormick I. A. (2009).  Register the right risks. New Zealand Management, June 70-72.  
  1. Burch, G. St. J & McCormick, I. A. (2009).  The “Dark Side”: Relationships with Psychopaths at Work in R. Morrison & S. Wright (eds.) Friends and Enemies in Organizations: A Work Psychology Perspective. Basingstoke: Palgrave MacMillan.
  1. McCormick I. A. & Siggaard, R (2009).  Coaching Great Leaders. Employment Today, November 31-34.
  1. McCormick I. A. (2009).  Informed boards – yeah right. New Zealand Management, November 70-71

 Publications in 2010

  1. McCormick I. A. (2010).  Project alliance boards.  New Zealand Management, March 52-53.
  1. McCormick I. A. (2010).  Snakes in suits.  New Zealand Management, May, 62-63.
  1. McCormick I. A. (2010).  Paid to fail.  New Zealand Management, July, 63-64.
  1. McCormick I. A. (2010).  Allied forces.  Employment today, November, 17-19
  1. McCormick I. A. (2010).  Old dogs and new tricks.  New Zealand Management, November 60-61.

Publications in 2011

  1. McCormick I. A. (2011).  Land of contrasts.  New Zealand Management, March 53-54.
  1. McCormick I. A. & Snelgar D. (2011).  A guide to a new way of working together.  New Zealand Doctor, 23 March, 27.
  1. McCormick I. A. & Hooton, R. (2011).  The ‘A,B,C’ or ‘1,2,3’ of alliances in health.  New Zealand Doctor, July, 31.
  1. McCormick I. A. (2011).  Food for thought on director feedback.  New Zealand Management, July 42-43.
  1. McCormick I. A. (2011).  What value for money means in an infrastructure project.  New Zealand Construction News, August/September 26.
  1. McCormick I. A. & Snelgar D. (2011).  Travelling new paths: Navigator Guides to Alliancing in Health.  Auckland District Health Board, 1-55.
  1. McCormick, I. A. (2011) Active coaching: Coaching powered by acceptance and commitment training.  Executive Coaching Centre e-book publications, 1-49.

Publications in 2012

131.    McCormick I. A. (2012).  Making directors more productive.  New Zealand Management, March 61.

132.    McCormick I. A. (2012).  Better board evaluation options.  New Zealand Management, May 64.

133.    McCormick I. A. (2012).  Coaches in on the act.  Employment today, July, 24 -27.

134.    McCormick I. A. (2012).  Strategies for turbulent times.  New Zealand Management, July 60.

135.    McCormick I. A. (2012).  Why boards must innovate.  New Zealand Management, September 64.

Publications in 2013

136.    McCormick I. A. (2013).  Running, carefully, with the bulls. The Director, Management, March 64.

137.    McCormick I. A. (2013).  The paradox of IPOs. The Director, Management, May 65.

138.    McCormick I. A. (2013).  Does your board think inside-out? The Director, Management, July 56.

139.    McCormick I. A. (2013).  Chairing high performance Synlait. The Director, Management, September 57-58.

Publications in 2014

140.    McCormick I. A. (2014).  Most teams talk magnificently but only deliver modestly. Management, December 22-23.

Publications in 2015

141.    McCormick I. A. (2015).  Nurturing young leaders. Management, April 14-15.

142.    McCormick I. A. (2015).  Five steps to enhance your leadership personality. Management, May 14-15.

143.   McCormick I. A. (2015).  The imposter life-trap. Management, June 24-25.

 

Testimonials

I really appreciate all for your work with Aon Asia. Thank you so much for all the creative input this year. Excellent results.

Tom Armstrong
Former Regional HR Director, Aon Asia

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