Barry Evans Email & Phone Number

United Kingdom

Strategic Recruitment Lead for a large national charity which involves implementing fair, safe and forward thinking recruitment strategies and processes to meet both central and operational recruitment targets. Mapping out the Recruitment/Talent Acquisition Pipeline for the wider organisation through inventive and “out of the box” strategies exploiting talent pipelines that aren’t usually targeted by Health & Social Care providers. Influencing and facilitating business change in regard to current practices and processes to reduce Time To Hire(TTH), agency dependancy, overall costings per candidate, along with identifying pinch points in the recruitment process and improving brand image & recognition through external working relationships.

London Area, United Kingdom

Responsible for the creation and implementation of a recruitment process for a London based Health & Social Care company. Meeting the companies needs of recruitment and acquiring talent in order to fill vacancies in various roles/locations to greatly reduce the use of agency workers and the resulting costs.Identifying vacancies in a multitude of services through weekly meetings with Service Managers and Senior ManagementUtilizing recruitment tools (Indeed, LinkedIn, Reed, Achieve Together, Dimensions etc) to advertise and create interest in the Company and the roles available.Build a relationship with potential candidates through various of communication methods to help them with their recruitment journeyBe the face of the company for each successful candidate from first application up to successful completion of their induction by being approachable and proactive with the passing of information and communicating effectively.Generating and maintaining staff files for each candidate and the wider company to align with Care Quality Commission audit standards and auditing these on a periodic basisAdvising Service Managers and Senior Management on recruitment issues, candidates interview outcomes and selection of the right candidate for the role.Monthly auditing, advising and reporting on each employees mandatory training through a number of online training tools (Social Care TV, Skills for Care etc)Liaising with local authorities (Public Health England, Local Councils, CQC etc) to share information via the Dept of Health & Social Care’s Adult Social Care Workplace Data Set in order to promote better working practices, identify shortfalls and improve the deliverance of effective social care throughout the North & West London Area Strict adherence to GDPR regulations and practices

South America

Security Contractor for a Private client in South America.

Nw England

I carried out the role of Recruiting Team Leader that is part of the British Army’s Recruiting and Training Division. I organised, planned, delivered and managed a multitude of events that predominantly give civilians an insight to the different roles within the British Army. We achieved this through engagement visits with colleges, the Princes Trust and other organisations. We also conduct specific insight courses (Infantry, Logistics etc) to those that have shown an interest in joining these professions. We also visited different events such as British Super Bikes, national/regional careers fairs, county shows etc. Again these are to keep the Army in the public eye and to advise/inform on the many different roles the Army has to offer.The recruiting team’s primary role is to engage with schools/colleges/universities that request an Army development activity. These range from a one day activity to a residential work experience course. We can facilitated activities that cater for disadvantaged and disruptive youngsters. We strived to develop their skills involving communication, teamwork, discipline, leadership and self confidence. As well as the above responsibilities I also had to ensure that all accommodation and training facilities are booked, in date risk assessments are completed and in place and sufficient resources along with manpower are allocated to support the task. I was also subject to a number of audits by the main Armed Forces (outsourced) recruiting body, Capita.We also provided support to the many Army Careers Centres. For those that have shown an interest in the British Army we provide expert advice on the following points: 1. Joining the Army2. Getting them into their chosen role or a role that would be more suited to the individual whilst also meeting the Army’s needs. This assignment also required me to manage, train, develop and report on around 25-30 Non-Commissioned Officers and Junior Ranks.

I was assigned the role as Senior Transport Manager for the British Contingent of the UN mission in Cyprus. This entailed the training, management and development of a Platoon in a "Non-kinetic" environment. The job required a high level of Operational Transport Management experience also a broad knowledge of policies based on current UK/EU, MOD/Civil and United Nations guidelines/laws. To adhere to the set UN policies I was required to implement "in-theatre" transport operating policy/procedures that the Sector was to operate within and to deliver periodic training that ensured that high standards of driving, road safety and driver continuation training were maintained and recorded. All the processes that I had implemented were externally audited periodically and found to be best practice. These were then implemented mission wide by the UN HQ in Cyprus with scope to be employed on other UN missions.Equipment care is woven into the DNA of the role as the UN mission in Cyprus is largely reliant on the vehicles it uses for day to day UN business. This was carried out by installing and overseeing a stringent inspection regime along with a "bulletproof" system of fault reporting, maintenance and repair utilising civilian vendors. Liaising with external agencies was a daily part of the role from civilian vendors for vehicle service/repair, the different contingency forces or UN military/civilian personnel. Strong communication skills were a must when it came to working with/for a multinational force that included Slovakian, Argentinians, Serbians, Greeks & Turks where English is not a first language. I found this to be, at times, challenging but on the same page extremely rewarding. As Subject Matter Expert in many of the Operational Transport aspects it was my responsibility to facilitate and deliver training at a senior managerial level to the other Multinational Senior Transport Managers of the UN mission.

I carried out the role of a Platoon Sergeant in an Infantry Battalion where I managed and trained approx 27 soldiers. The Battalion continued to be at high readiness therefore I was responsible to ensure that the Soldiers in my Platoon were ready to deploy at short notice but concurrently ensuring that the Battalions Peacetime and Operational vehicle fleet was kept to a high working standard achieved by upholding a thorough Equipment Care policy. I was also responsible for ensuring that all the current SHE policies were adhered to and all COSHH regulations were followed within my sub-unit. These were audited on a regular basis and some of the processes became common practice across the wider Brigade. As a Senior Transport Manager I ensured that all drivers within the Battalion were adhering to all UK/EU drivers legislation both "in camp" and on overseas exercises and operations. I also found my previous roles to be invaluable as I was instrumental in the implementation of a large amount of driver training from license acquisition (Cat B to Cat C+E) and advanced/cross country driving. This also gave me the opportunity to use my experience, gained through my previous roles, to mentor the Driver Training Cell under my command resulting with them being able to build and enhance their skills as instructors. The role also involved being a key player in the Unit’s training, readiness, deployment, execution and recovery during the UK Contingency Operations such as the flooding in NW England in 2015, fuel tanker strikes, ambulance strikes, prison staff strikes and the ongoing commitment to UK Counter Terrorism operations. Encompassed within the role was the added responsibility of being a major account holder with approx 9.3 million pounds of various vehicles, plant, equipment and accountable documents. This was accounted for on a regular basis by conducting thorough accounting audits and by implementing a stringent issue/receipt process.

Defence School Of Transport

I was assigned to DST (Defence School of Transport) Leconfield as an Instructor/SME in the Urgent Operational Requirement (UOR) Section of the Advanced Training Wing.I provided real time training, both theory and practical, on a number of UOR Protected Mobility Vehicles and Weapons Platforms. When not conducting training delivery, I played a vital role in training management, development and validation. I would often carry out trials of new items of equipment or consult manufacturers of current weapons platforms how to improve the survivability or operation of their platforms. This ensured that the people at the "sharp end" were getting the best out of their equipment and could carry out their mission with the confidence that the equipment that they were using was the best out there and fit for role.Another part of my role was to deploy to operational theatres to deliver "on the ground" training or to monitor/assess/mentor/validate those whom are delivering training outside the normal training environments, these Units ranged from Logistical Support Regiments, Infantry Battalions and UK Special Forces.

I was the Lead Instructor of a team of approx 17 instructors that taught various Units ranging from Royal Engineer Search Teams, UK Special Forces, Close Support Logistics, Royal Marines and Infantry Battalions on a number of mobility weapons/protected mobility platforms. This training was to ready Units about to deploy on Op HERRICK (Afghanistan) to conduct combat operations. As Lead Instructor it was my responsibility to see that the distributed training was delivered to the highest standard. The overall aim was to ensure that the "people on the ground" would arrive in theatre with an excellent range of skills and the confidence in their abilities and their vehicles to carry out mobility operations in a kinetic environment. On a weekly basis my team would train in the region of 100+ soldiers/marines on 7 different platforms of which we achieved an average pass ratio of 97%. My team of instructors attempted to make the training as realistic and as demanding as possible, this was achieved by incorporating our operational experience into the lessons and our weekly reviews of all lesson content to evaluate on whether it could be improved on and any improvements implemented throughout the wider Army by my liaising with the course designers/authors, the current Units in theatre and various assurance teams.This training was conducted both in the U.K. And in Helmand Province, Southern Afghanistan.

Worldwide

Infantry Soldier in the 1st Bn The Green Howards (then 2nd Bn The Yorkshire Regt after amalgamation) carrying out a multitude of roles on various Operations since 1994. These roles include Airmobile Infantry, Light Infantry, Armoured Infantry, Intelligence Operations, Close Protection and Mobility Operations. I was also incorporated into Motor Transport Operations that included Peacetime and Operational Logistical support to the Battalion.