Responsible for establishing and managing talent and an apprentice programme to support development of early talent in the CMA. Working as part of the HR Business Partner team, with close links to Recruitment, Heads of Profession and the CMA Academy. To manage and expand the CMA’s apprenticeship programme, ensuring that new apprentices (both conversions from existing staff and new recruits) have the necessary support and guidance in all aspects of their work. This through regular communication with staff managers to ensure that their expectations are met and that the apprentices meet their learning requirements, as well as managing external relationships with training suppliers and other stakeholders. Accountable for the effective, efficient and business focused delivery of specialist HR services to the Executive Board, senior leaders, managers and staff within CMA. Leading the development and implementation of Capability, Talent and Inclusion strategies, in line with the CMA People Strategy and to support change programmes. Lead the development and subsequent delivery of the CMA talent, capability and inclusion strategies which meets the requirements of the business by attracting, developing and retaining high potential individuals.

Supporting the business during organisational transformation key responsibilities include Head of Talent, senior appointments overseas and Senior HR Business Partner to Volume delivery. As talent lead I built on the CEOs strategic vision, developing a talent strategy to attract, build and retain talent. I took an all-inclusive approach to address issues associated with change such as leadership, staff engagement and short-term resourcing, whilst progressing a longer-term plan to identify and develop a diverse pool of high potentials for succession to senior roles. Responsible for all talent activities within the department, including Future Leaders, Fast Stream and Fast Track Apprenticeships. Leading innovative ways to integrate participants of talent schemes to make better use of these as a corporate resource. As senior appointments lead I work closely with in-house recruiters and Executive Search providers to identify strong and diverse pools of candidates for senior positions overseas. Key campaigns include recruiting for Deputy High Commissioner to India and appointing a new Director General, Trade and Investment, China.As HR Business Partner to Volume Group, I’m accountable for the efficient and effective delivery of all HR services. These include development, implementation and management of a range of HR interventions to achieve business objectives; providing a bridge between HR strategy and the business and offer HR insight and input into developing Business strategy. With the department undergoing significant organisational change, as a skilled change agent, I use tested OD&D techniques to enhance management, leadership and working practices to drive business performance and improve the performance, capability and motivation of staff. Specifically supporting senior leaders through transformation providing strategic HR advice on restructuring, redeployment and future operating models

Advising Ministers for Cabinet Office, Head of Civil Service, Chief Executive, Senior Officials and stakeholders on a wide range of workforce related policy issues and managing a diverse portfolio of SCS related policies including; recruitment controls, SCS contracts, attendance management, performance management and appraisal, 360-degree feedback, Leadership Statement, pay and reward, redeployment and SCS Exit Interviews. Successfully engaging Ministers and Heads of Civil Service to implement the combining of sequential vacancy filling stages, reducing time to hire across all participating departments by 40%, significantly increasing efficiencies and reducing costs to hire. Leading a review of Senior Civil Service (SCS) Performance Management appraisal process to incorporate important new policy changes, build on the Cabinet Secretary’s strategic vision for the SCS, improving leadership through peer evaluation and use of 360 feedback tools. Leading to a positive change in culture and accountability and increased visibility of how leaders compare against their peers.Working closely with leading consultancies to implement a cross sector initiative to better understand the financial benefits of agile working practices. Successful pilots supported departments optimize the workforce to support organizational objectives, leading to considerable cost savings. Leading on Diversity and Inclusion policy to address sensitive issues such as a complete review of cross government policy on gender reassignment. Developing guidance to support for managers to better understand the needs of individuals undergoing transition. Resulting in improved capability in supporting transgender colleagues through gender reassignment, leading to increased engagement and improved productivity whilst mitigating the risk of unnecessary stress related sickness absence and grievance.

Advising Ministers for Cabinet Office, Head of Civil Service, Chief Executive, Senior Officials and stakeholders on a wide range of workforce related policy issues and managing a diverse portfolio of SCS related policies including; recruitment controls, SCS contracts, attendance management, performance management and appraisal, 360-degree feedback, Leadership Statement, pay and reward, redeployment and SCS Exit Interviews. Key achievements include:– Leading on progressing implementation of reforms to terms and conditions of service for all new entrants and for staff on transfer and promotion across Civil Service, modernising the employment offer. – Working closely with departmental leads to ensure mandated controls on recruitment were maintained, contributing to considerable cost savings across government.– Engaging Ministers and Heads of Civil Service to implement the combining of vacancy filling stages reducing time to hire by 40%. – Reforming SCS Performance Management and Appraisal process for SCS to clarify expectations of leaders throughout the Civil Service to encourage a positive change in culture and accountability. – Developing and implementing a new SCS Exit Interview process and Toolkit, liaising with social researchers, academics and consultants to capture reasons for leaving. – Gaining ministerial approval to implement a private sector initiative to better understand the financial benefits of agile working practices; resulting in cost savings across government.

Working as HR lead on a range of projects and responsibilities supporting the HR Director and HR Business Partner team’s strategic objectives. Partnering senior Group leaders to drive forward delivery of the leadership agenda, performance management frameworks, learning and development, employee engagement initiatives and resourcing strategies. Key achievements include:– Creating a network of learning champions to deliver innovative L&D initiatives, encouraging learning as a culture. With more than 80% of the group participating, improving L&D take up and significant increasing L&D engagement.– Developing new Performance Management Standards to tackle issues addressing poor performance, significantly improving line manger capability, resulting in noticeable improvements in performance.– Planning and facilitating regular leadership events with Group leaders, addressing visibility and engagement issues impacting delivery of major pensions and welfare reforms. Resulting in increased staff engagement within the SPAG.– Implementing a talent and succession plan, identifying critical roles responsible for key deliverables, ensured potential successors were developed to meet challenges of such roles, when vacant.

Working as a freelance consultant, with local businesses throughout Hampshire and Dorset, on strategy planning and problem solving; helping develop business skills and knowledge; and business coaching. Supporting local business better understand the needs of customers and adapt accordingly, deliver exceptional customer service by default, maximise profits through improved financial management, make timely and informed management decisions based on information analysis and motivate staff to increase commitment. Key achievements include:– Supporting new business start-ups, developing business plans and coaching through local and legislative bureaucracy, and identifying most lucrative target markets to attract and retain custom. – Preparing marketing strategies for emerging and stagnating businesses to improve business efficiency through more effective management and maximising workforce productivity.

Working throughout Andalusia, Spain as a Learning & Development Coordinator and facilitator for a Spanish based language institute providing support to the medical sector. Managing client accounts and providing language based learning programmes tailored to improve communication and engagement between medical staff and non-Spanish speaking patients and suppliers. Key achievements include:– Negotiating contract renewal with the Director of a large Hospital in Granada despite increasing austerity measures across the sector. – Supporting Hospital procurement teams and English speaking medical contractors interact, enabling the renegotiation of a major supply contract, realising significant cost savings. – Increasing business scope by developing additional learning programmes, to broaden the catchment of clients, drafting new text-books, prepared a publicity campaign, organised teaching facilities and established new clients, creating continuity of work during traditional seasonal lows.

Responsible for planning, management, coordination and financial control of domestic and commercial interior design projects throughout London and the South East with select projects in Malaga and Granada, Andalusia, Spain.