Ian Taylor
Ian is a published author, psychologist and an expert in the design, delivery and evaluation of learning and development programmes.
Now located in the UK, he was previously based in Dubai, UAE where he worked for two of the world’s most successful airlines, Emirates and Etihad. He has conducted assignments across the Middle East in addition to Hong Kong, India and Europe.
Ian combines strong theoretical and academic insights with a pragmatic, results focused approach.
His publications include “A Practical Guide to Assessment and Development Centres” (Kogan Page 2007).
Professional Experience
Ian has over 30 years’ experience in people development gained across a wide range of sectors and cultures. He has led the design, delivery and evaluation of a wide range of development programmes encompassing the full spectrum of management and leadership skills. Ian has also acted an executive coach to senior leaders often using psychometric data as a starting point for self-reflection. In addition, he has designed and led the implementation of many selection and development assessment processes.
Qualifications and Accreditations
Ian holds four degrees from various UK institutions including MA (Education), BSc (Hons), BA (Hons) and MSc in Occupational Psychology from Birkbeck College, London University. He is a Chartered Occupational Psychologist registered with the Health and Care Professions Council (HCPC) in the UK. Ian is qualified to administer and interpret a wide range of psychometric assessments and holds BPS Level A and B (Intermediate) qualifications in occupational testing. He is also a Member of the BPS Special Group in Coaching Psychology.
Examples of Recent Assignments
Values into Practice
Working for a large airline, Ian designed and led the delivery of a number of initiatives to embed the organisation’s values as part of the performance management process.
Selection Process; School Leadership Roles
Working for a large UAE education group, Ian designed and delivered a suite of selection assessments used in the recruitment of school leadership roles. This involved writing sector specific activities and training a group of internal assessors.
Talent Management Process
Ian worked closely with internal HR business partners in a global organisation to introduce a high potential programme. This was central in identifying risk areas with no internal successors for critical roles and was also a key intervention guaranteeing the continued engagement of high performing senior staff. He also designed the associated development centres.