• DESIGN & DELIVERY of TRAINING modules to meet CIPD assessment criteria.• ASSESSMENT & MARKING of assignments and providing FEEDBACK and tutorials to students

Main Service:INVESTIGATIONS: Enabling issues to be fairly addressed by establishing the facts of each case and presenting findings so that reasonable outcomes and decisions can be made. Responsible for the end-to-end investigation process: Terms of reference; planning; gathering data & information; analysing & evaluating data/assumptions; and, managing and presenting the information.Additional services:CONSULTANCY: Providing Strategic & Generalist HR support on an adhoc or retained basis.BESPOKE TRAINING: Building skills and knowledge that develop confident individual who are able to take greater responsibility and accountability for their actionsMEDIATION: I create a safe environment in which individuals feel able to share their experiences/ feelings with those they are in conflict with so that mutual understanding can be achieved, and effective resolutions sought.

Focussed on providing interim HR support and expertise in organisational design and transformation on a project by project basis.

• STRATGEIC CHANGE PLANNING – Developed the case for change by creating & agreeing a compelling future state. Assessed the readiness and impact of change across diverse functions.• MOBILISING & ENGAGING – Developed Stakeholder strategy & Plans and ensured communications were proactive and aligned to programme phases.• DELIVERING THE CHANGE – Giving people the knowledge & skills they needed for new ways of working and for embedding a new culture.• Utilising CHANGE & ORGANISATIONAL DESIGN methodologies throughout the programme of change.

• Appraisal/PRP review & development for 300+ staff• Quantitative & qualitative data analysis to assess current value of appraisal/PRP scheme in contributing to the delivery of key performance indicators.Achievements:+ Board accepted recommendations to retain scheme with minor amendments as identified

• In support of the Trust's five year strategy & vision, developed the People, Organisation and Development strategy affecting 4,500+ employees and translated these strategic imperatives in to plans to meet the changing demands on the workforce in the medium and long-term• Worked closely with Senior Managers (Executive Directors, Directors, Clinical Leads, General Managers & recognised trade unions) to: - Understand each Profession and Divisional strategy and their current workforce challenges - Identify known & anticipated future workforce challenges & opportunities - Assess the gaps or surpluses - Develop the strategic priorities to meet these changing demands - Translate these in to action plans and align measures of successAchievements:+ Delivered 0.5 % improvement in combined scores of vacancies, unexpected turnover, rota gaps & vacancy fill resulting in reduced agency spend+ Maintained their top 20% position for staff satisfaction in their contributions and delivered care;+ Training and appraisal satisfaction and communication from management remained unchanged despite job uncertainty with the merging of two hospitals.

• Managed Divisional restructure & service redesign from 5 to 3 Divisions. • Worked closely with Senior Managers (Executive Directors, Directors, Clinical Leads, General Managers & recognised trade unions) to: - Identify service redesign - Align structures to meet service deliverables - Reduce budgets through better resource utilisation - Manage implementation process (consultation etc)• Developed appropriate governance and decision making processes by driving, supporting, negotiating and challenging stakeholders at all levels• Developed assessment centre approach to help inform selection criteria and future potentialAchievements:+ Implementation of significant structural & cultural change programme took them out of “special measures” for the first time in two years+ Achieved cost savings of 5% through service & skills re-alignment+ No Employee Relations issues+ Developed HRBP’s to implement next phase of service redesign

• Detailed design and implementation plan for delivery of OD Strategy, focusing in the areas of Strengthening Leadership, Building engagement and Developing Culture• Worked closely with Senior Managers (Executive Directors, Directors, Clinical Leads, General Managers & recognised trade unions) to:- Design a comprehensive Leadership programme and "pick & mix" Management practice modules- Developed the business case which included the addition of an in-house trainer - Set up working group with partner organisations to identify, train & provide access to qualified coaches- Development of structured programme of events/communications etc. to improve staff engagement- Developed plans that focused on nurturing a learning culture and emphasised quality, safety, compassion, engagement and transparency in practiceAchievements:+ CQC saw significant improvements in its 'well led' domain+ Improved training and appraisal satisfaction and communication from management by 0.75%+ Staff engagement scores remained unchanged despite job uncertainty with the merging of two hospitals.

• Managed an HR team of 8, serving 400+ staff• Worked closely with the Executive and Senior Management team to determine the long-term approach to it’s reward policies and practices to support its business objectives• Set up and facilitated an employee forum to have input in to the design of a new benefits frameworkAchievements:+ Developed cost neutral Reward & Benefits framework including job family development, clear level descriptors, detailed benchmarking & engagement plan.+ Clarified career pathways.+ Developed Talent pipeline including a graduate recruitment programme and Leadership Development programme.+ Turnover down by 30%

• Programme Lead on Corporate Services restructure effecting 500+ staff, including HR• Worked closely with Senior Managers (Executive Directors, Directors, Clinical Leads, General Managers & recognised trade unions) to: - Undertake a gap analysis to identify opportunities for productivity/process improvement in the following areas:- Clinical Engagement; governance frameworks; organisational structure; capability development. - Identify service redesign - Align structures to meet service deliverables - Reduce budgets through better resource utilisation - Manage implementation process (consultation etc)• Regular updates presented to Trust boardAchievements:+ Delivery of recurrent 10% CIP on pay 15/16 (£1.89m)+ Complimented by union on the process and my engagement of them

• Managed HR team of 25+ serving 4,000+ staff across 20+ sites• Liaised with General Managers and Unions to develop/amend HR policies & procedures to reflect required standards of behaviour, to address people’s needs, to meet legal requirements and to improve workplace performance• Designed and sent out to all managers a questionnaire to determine current vs future model of HR service requirements based on NSFT strategic aimsAchievements:+ Developed and aligned HR services with business needs and strategic priorities in preparation for corporate restructure+ Provided structure and mentored HR team to be confident in providing practical support & advice that Managers could adhere to.

• Developed organisational values and behavioural framework impacting the experience of 250,000 patients, carers and volunteers and 4000 staff.• Embedded values in to 20+ people processes within Recruitment & Selection, Induction training, Performance Management & Talent Management.• Developed talent mapping process, tools and guideline• Facilitated talent mapping process with Executive and Senior Managers.Achievements:+ Patient experience scores moved in to top 20% of UK NHS+ Succession plans developed & critical roles identified

• Managed Divisional restructure & service redesign from 5 to 3 Divisions, effecting 3000 employees. • Worked closely with Senior Managers (Executive Directors, Directors, Clinical Leads, General Managers & recognised trade unions) to: - Identify service redesign - Align structures to meet service deliverables - Reduce budgets through better resource utilisation - Manage implementation process (consultation etc)• Developed assessment centre approach to help inform selection criteria and future potential• Developed leadership competency framework aligned to NHS Leadership Academy framework to inform the design of assessment centre exercises.Achievements:+ Rated as “good” in terms of its ‘well led’ assessment when inspected by the CQC+Achieved cost saving of £0.5m through skills and service redesign+ Zero employee relations issues

• Facilitated a workshop to identify the strategic and personal aims of the Directors’ 5 year plan• Identified critical skills, knowledge & experience necessary to deliver the 5 year plan.• Clarified roles and responsibilities & introduced a performance management system to enhance performance and work flow• Developed a reward model to help clarify career pathways and implemented an incentive programme to motivate and engage employees in the achievement of their strategic aimsAchievements:+ The Directors are on target to achieve their designed personal outcomes and the business’ strategic aims+ A clear 5 year succession plan in place.

• Worked closely with the Board and directors to identify their strategic people priorities• Lead in the design & delivery of a UK wide Transformation programme• Simplified & consolidated Group wide Sales, Service & Bodyshop processes (aligned with the Customer Journey) through employee led workshops• Clarified roles within the process to create consistency across the UK network through designing and implementing Job analysis surveys/interviews• Aligned organisational structures to reflect design outputs• Developed a Single Competency framework to clarify career pathways and drive cultural change through strategically aligned recruitment & selection, talent management, performance management and training.• Developed performance management system including alignment of 360 to core values & IMI (The Institute of Motor Industry) Framework.• Aligned communications (common language) to ensure clarity of understanding.• Designed new reward model aligned to KPI’s (Broadband grading structure, job families and spot salaries)• Developed an implementation plan (including Harmonisation across dealership network – phased over 3 yrs) for delivery by internal business resourceAchievements:+ Achieved cost saving of £5.65m through streamlining processes, improving productivity, developing a new reward system and better utilisation of resources.+ Complimented on my stakeholder management and my practical approach to a complex programme of change

• Designed high performance competency framework and capability assessment for c2000 Technical Claims staff in Scotland, along with new reward model to deliver retention in a very competitive market.

• Analysed processes and structure, made recommendations for change including restructuring, agreed benefits and developed implementation plans for 5 Divisions affecting c6000 employees:- Sales and Service; Technical Claims; Loss Prevention; and RAC Sales

• Capability development, Talent Management and process development for c2000 staff.• Simplified 67 ‘capabilities’ down to just 12 and set up implementaiotion programme for a new UK wide reward strategy which included Strengths based profiling, talent management and harmonisation processes

• Strengths based training of 20 managers and identification/profiling of 5 job families, equalling 50+ roles profiled across UK

• Analysis by location of internal and external demographic and other data to inform site closure decisions.

• Designed competency framework and capability assessment for c3000 staff linked to redesigned reward model leading to a cost benefit of £3m

• Harmonisation of Terms and Conditions for 2000+ staff requiring strong Employee Relations expertise• Introduction of annualised hours which resulted in cost savings of £1.6m.

• Harmonisation of Terms and Conditions for 400+ staff requiring strong Employee Relations expertise.

• Contracted to take on 11 different assignments across 6 industry sectors, some running concurrently• Focussed on Recruitment & Selection, Talent Management, Training & Development, Employee Relations and Case Management, Diversity and Policy Development

• Joined 500 strong Norfolk Division when HR was not liked or trusted.• Rapidly established credibility and introduced the human caring face of HR.• Introduced/ improved various initiatives aimed at increasing staff motivation.• Promoted after one year to Group HR Manager over two other HR Managers• Used a rolling chairmanship device to harmonise performance management and recruitment and an interim HR strategy in preparation for big structural changes.• Promoted to HR Director in 2002 by new Group Board following name and structural changes• Played a key role embedding a new culture (with an external consultant) and a new, business aligned HR strategy and plan.

• Streamlined Personnel Function in preparation for ‘Best Value’.• Laid foundations for Single Status in division for its successful inception in 2000• Harmonised working hours across division within four months through excellent communications where predecessor had failed.