WVI is a children’s global relief, development and advocacy organisation employing 38,000 staff in 100 countries. The HR Process Engineering & Project Management Team manages cross functional programme- and project-level planning and management, with participation from all relevant stakeholders to achieve identified goals and objectives. They also look to lead the function in the analysis and optimization of standardised processes by championing a service excellence culture focused through continuous improvement methodology.Key Achievements:• Leading the global implementation of Workday with an initial go live of 27,000 employees across 94 different offices in core HCM, recruitment, absence and timekeeping in just 7 months. • Overseeing the organisation change, communications and training project resources to mean adoption of Workday is high• Continuing the Workday project work to expand the functionality in use with the second wave of implementation into Advanced compensation, Talent optimisation, Learning, US Benefits, US & UK Payroll and increase the employee population to all World Vision employees. • Cross functional and global functional and business requirement gathering leading to an RFP for a new HRIS system. Navigation of supplier proposals, short listing and supplier evaluations leading to the selection and on-going implementation of Workday.• Directly responsible for the Digital HR project, with the remit to transform the systems and processes the HR function uses across all offices as well as the people analytics offering to leadership and HR analytic capabilities• Leading the team managing the HR priority projects, which are set to transform three key areas of HR services and support the organisation in meeting its strategic imperatives.• Operationalising a new WV Compliance training programme for all staff

The HRIS operations team provides global system administration for approximately 100 different offices and HR operations assistance for 1,600 employees.Key Achievements:• Ensuring that the team process all requirements within SLA’s• Undertaking work with different areas of HR to ensure completeness of data for each employee• Working with Talent Management to provide new framework implementation solutions, such as a talent profile card developed in powerBI• Working with partners to ensure all requests for data are met, e.g. new IT integration stack• Managing a team virtually in a different time zone

The HR Solutions centre is a key player in the implementation of HR Imperatives for the organisation’s strategic objectives. It provides HR research, internal consultancy and project management to ensure agile and innovative HR solutions across the Partnership.Key Achievements:• Transforming the annual collection and preparation of workforce demographics for 38,000 employees from a cumbersome, bureaucratic process to an efficient, dynamic business tool using vba and PowerBI• Providing tools and training to create a culture of data excellence within People and Culture, using data and analytics to drive evidence based decision-making. • Leading HR Systems engineering projects (process and technologies) to make HR functions more effective and efficient while retaining quality control and compliance. • Being the HRIS subject matter expert known for my problem solving abilities to accommodate different international requirements post system implementation, providing ongoing support to the HRIS operational team.

Significant member of the team implementing a global HRIS system across the Partnership with over 32,000 live employee records and 300 trained HR users. Key Achievements:• Creating engaging training materials that are concise, easy to use and meet users’ needs. This includes training manuals, consolidation exercises, video tutorials and quick guides.• Running training sessions both physically and remotely for the core functionality of the system, and on-going training in new functionality and for advanced users.• Personally leading over 20 offices to successful system implementation, overcoming process and system configuration challenges through problem solving, data manipulation and system configuration. This includes across language and cultural barriers and being recognised by the vendor as a key influencer of system development.• Providing a sustainable model of database management through establishment of data quality controls, long-term operations team set up, process development and training with full operational manuals. • Recruiting and training the HRIS Operations team, including developing a comprehensive operations manual

CAP is an international debt counselling charity with branches in the UK, Australia and New Zealand. During this time the UK head office employed 180 people with a further network of 205 local centres utilising over 500 volunteers and had an annual turnover of over £5.7m. At the time CAP operated two main bespoke internet based systems for handling both the client accounts (30,000) and the supporter engagement database (100,000 records).Key Achievements:• Part of the Marketing team, creating different concepts and strategies to market the different aspects of the charity to different stake-holders with a lead role in the generation of information used to identify and target different supporter groups for mailshots, in the preparation of data, and liaison with third party mailing company. • Providing analysis, both qualitative and quantitative, to senior management and various different teams within the organisation and oversight of an intern on research and data analysis projects. Examples include: donor engagement, detailed examination of fundraising sources and strategies and workload analysis for client caseworkers. Utilising SQL to prepare numerous routine and customised reports as requested by different users and departments across the charity.• Lead role in driving continuous development and improvement of systems, as user requirements evolved and additional functionality was required. From liaising with the developer, prioritising development needs to address both urgent problems and beneficial long-term enhancements for departments charity wide and internationally through to testing and training on new features within the systems. • Encouraging user and management participation to drive change and promote the importance of accurate, comprehensive date capture, along with providing global training and assistance in the use of the supporter database

The Supporter Relations team is responsible for the processing of one-off and regular income, making sure supporters are adequately thanked and made to feel valued, as well as handling supporters’ details and other interactions with the charity.Key Achievements:• Supervising and overseeing the Supporter Relations Team. The team grew initially from myself and one other employee to sixteen (mixture of employees and volunteers). • Assisting in the design and implementation of a bespoke CRM database for managing supporter information, ensuring that data protection protocols are maintained and followed. Undertaking data cleansing and implementation of new working practices, which evolved with a growing team.• Ensuring data integrity and a high standard of accuracy through training of staff and volunteers and the use of reporting. During this time the database grew from 18,000 records to 59,000, none of which were cold contacts, making sure at all times the data was compliant with data protection laws.• Project managed the charity’s merchandise, from sourcing, design, advertising and selling. CAP sells over 9,000 packs of Christmas cards every year and in 2010 raised over £50,000 in income from sales.• A high standard of written and verbal communication with supporters over the phone and face to face at events.• Managing the gift aid reclaim process on all eligible gifts and preparation of paperwork for gift aid audits.• Part of the team that grew fundraising income from £1.16m to £4.4m.

Key Achievements:• Alongside administration of the fundraising department responsible for areas of event organisation, such as planning lunch and refreshments for 1,500 guests at CAP’s first major supporter event in 2006 and management of a team of 50 volunteers on the day.