Charlie Davidson Email & Phone Number

Central Scotland

Livingston, Scotland, United Kingdom

Manufacture of quality VEKA PVC windows, patio doors, bi-fold doors and residential doors.

Livingston, Scotland, United Kingdom

OD/HR/ER support of circa 110 employeesLed on restructuring to reduce cost and improve productivityWork with Group managers and managers to improve engagement and advise on ER issuesCoach managers on soft skills and assist in staff recruitment and H&S issuesImplement major restructure to reduce overhead and improve productivityMaintain records and general.

Scotland, United Kingdom

HR/ER support of circa 40 shops in UKWork with Area managers and managers to improve engagement and advise on ER issuesCoach managers on soft skills and assist in staff recruitmentRun ad-hoc learning eventsMaintain records and general HR administrative duties

• Cost effective HR and L&D consultancy, interim management and psychometric assessment for selection and development purposes. Performance and change project management.
• Delivery of leading edge HR consulting and interim management solutions to a range of client organisations within the private and public sectors.
• Accredited training & implementation support for a leading provider of software based behavioural & attitudinal assessment techniques enabling organisations to resource testing internally.
• Responsibility for developing and delivering appropriate HR/“soft skill" related interventions cost effectively to enhance client business performance.
• Development of Lean HR’s continuing professional development activities designed to ensure that Lean HR's associate consultants remain at the forefront of leading edge thinking within their field of expertise.
• Successful overhaul and update of HR processes and personnel systems for Learning Teaching Scotland.

Edinburgh, United Kingdom

Scotland

• A member of the Management Committee reporting to the Managing Director. Pivotal role in developing & adapting all HR activities before, during and after acquisition of the company. Successful management of the HR.
• HR function changed from that of an internal service provider to that of an integrated business partner divisionally
• Restructured Development departments to achieve greater customer focus and employee support
• Design and annual use of an employee attitude survey to obtain data for future HR interventions
• Revamping of performance management processes resulting in greater employee effectiveness and engagement
• Successful management of the Company’s ‘intellectual’ capital and staff expectations during period of uncertainty due to acquisition of business

Glasgow, United Kingdom

• Development of HR strategy, policies and procedures to ensure that the objectives of the business were supported and promoted by effective HR management structures, processes and systems.
• HR function restructured to provide relevant support services during phenomenal business growth including:
• Development of an HR strategic plan reflecting business needs during a period of change.
• Recruitment and selection process redesign to facilitate high volume intake and source scare skills.
• Review and update of all people policies and processes in line with the business strategic plan
• Implementation of progressive employee development initiatives to ensure effective capability resourcing