Key Achievements:  Successfully supporting managers to move onto a ‘self-service’ HR model, giving them the skills and knowledge to manage all employment relations matters confidently.  Identifying 3 key problem areas for line managers and devising/implementing timely and effective interventions, management information and KPIs to combat and measure all 3, including:  Introducing an Absence Management policy, reducing average number of days absent per employee from 10.8% to 8% in the first 3 months  Improving recruitment processes to include candidate screening and more effective on-line and social media advertising. Devising a policy and processes to ensure probationary reviews and sign-offs are managed more effectively and within agreed timescales Key Responsibilities:  Devising and delivering strategic HR solutions across all aspects of the employee lifecycle in line with the company’s business plan, including overseeing the Learning & Development division  Reviewing and creating legally compliant people policies configured to support business objectives for operational excellence  Coaching and advising the senior management team, people managers and employees on employment legislation, people policies and employment relations  Leading several change projects relating to restructures, people policies, communication, systems and training to ensure inclusion and engagement and drive efficiencies  Managing multiple and often complex investigation, discipline, grievance and appeal cases  Promoting communication between management and employees by leading an Employee Forum  Maximising HR efficiencies, ensuring all processes are mapped, documented and reviewed  Managing and renegotiating out-sourced HR services, including employment law and indemnity services, reward packages and occupational health services  Line management responsibility for an HR team, including 3-4 direct reports.

A Masters in Human Resource Management, including the following study areas:Human Resource ManagementResearch MethodsEmployment LawOccupational PsychologyIndustrial Relations*fully CIPD accredited, this programme constitutes a Level 7 CIPD qualification

Reporting into the Customer Contact and Sales Director, this role was responsible for the planning requirements of the company’s two Sales and Service contact centres of approximately 270 employees. Key tasks included:• Planning training, marketing and briefing activity against available resource• Creating and articulating resource models and capacity plans to the senior leadership team• Calculating and managing holiday thresholds • Facilitating weekly resource review meetings with leadership teams During this time, I identified and implemented a drastic case for change of the resource management within one of the contact centres, reducing abandoned customer calls from 22 to 1% on day 1 of the implementation.

Managing the Learning and Development requirements of up to 100 contact centre managers and employees. Key responsibilities included:  Collaborating with senior and operational managers to devise bespoke Learning & Development strategies, complimenting organisational sales objectives Building and delivering new starter induction training, training courses and workshops Creating call quality evaluation forms to monitor service and identify development needs Creating and delivering personalised coaching programmes for approximately 70 employees Talent management and development, including devising internal careers events and career coaching Conducting interviews and assessment centres for new recruitsI also supported HR Business Partners by providing employee relations support for line managers and the wider HR network, including carrying out investigations, note-taking and leading low-level disciplinary meetings and home visits.I also spent 18 months of this role as a Training Consultant on an internal transformational project to implement SAP within Molson Coors, leading a team of 14 training delivery super-users through production of all training materials and the delivery of 50 training hours to each of the 200+ end users. This included:• Defining and planning the training strategy to ensure key project deadlines were achieved• Shaping the contents of (and delivering) the ‘train the trainer’ programme• Providing coaching and direction to the 14 training delivery super-users• Quality checking all training documentation produced• Supervising the delivery of end-user trainingManaging the creation and delivery of training courses in-house resulted in post-training end-user engagement scores in excess of 95% and a cost-saving of at least £100k. The training aspect of the project won an external award for training excellence, with this stream of the project recognised as playing a significant part.