David Ashton Email & Phone Number

Harperley Hall, Co Durham

Trained member of an external pool who support the College of Policing in the selection of senior Police Officers. These may be internal promotions through development or fast track, or external appointments into the Police Force. The process delivers through a detailed assessment centre ensuring objectivity throughout leading to senior appointments.

Preston, United Kingdom

MYHR Consultancy was launched in early 2016, taking over consultancy services from its parent company My People People, and expanding the portfolio whilst continuing to deliver high quality tailored, cost effective solutions for all aspects of HR management and service delivery, to all types of employer, large or small.The team that has been assembled has hundreds of years of experience of working in Industry, Academia and the Public Sector, plus consulting in their own right. This blend of skill and experience gives them the breadth and depth to help you resolve your HR issues in a practical and pragmatic manner.

Various

Working on behalf of Resource Group to ensure all contractual obligations are met to the clients satisfaction, in addition to supporting business growth for both parties.

Worcester, United Kingdom

Generating new business mainly in the Aerospace and Training environment.

Riyadh, Saudi Arabia

Supported BAE Systems Saudi Development and Training Company in setting up a training pipeline to produce BAE Systems Saudi Nationals to support the RSAF in maintaining their fast jet fleet. Working closely with BAE Systems MA&I in the UK to ensure common standards are applied and best practice is shared for the high level of competency required for the safe operation of the Customers squadrons. Followed by ad hoc consultancy work.

Home

Took 6 months off after taking redundancy. Highly recommended!

Responsible for ensuring that all BAE Systems programmes with contracts for Aircraft Maintenance and Support (AM&S) were resourced to the required skills and competency levels. This included confirming the demand, evaluating against the various supply solutions, identifying the capability gaps and putting in place training interventions to satisfy the requirements. The delivery requirements were new to BAE Systems and therefore this was breaking new ground for the Military Aircraft Industry. Key external stakeholders for this are the Export customers, the RAF, the civil aircraft industry and the Military regulator. This is currently the only growth area within the business at a time when there were several HR1’s with all the associated redeployment and retraining issues for mitigation.Set up an Apprentice Training School at Robin Hood Airport to start to develop a capability pipeline . Set up the capability development for through life training of Aircraft Maintenance and Support Personnel.Responsible for the training and development of the capability requirement for Military Air (MAI) Aircraft Maintenance and Support (AM&S) personnel circa 1200. This included the design, development and delivery of new and innovative solutions to satisfy the programme requirements both in the UK and International. This was underpinned by the introduction of a structured BAE Systems Military Standard Licensing process that assures the competency of the personnel as per Civil Aerospace. Delegated Part 147 Form 4 holder for MAI with responsibility for ensuring all the regulatory aspects are carried out.Set up the project for a brand new training facility at Humberside airport working with North Lincolnshire County Council, our training partner and the Airport. Managed the departure from Robin Hood Airport and the transition to Humberside (phase 1) with no disruption to training.Left under a Voluntary redundancy programme

The business comprised staff in locations at Prestwick, Woodford, Hatfield, Weybridge, Farnborough and Washington. I was also responsible for HR in the Aerostructures business until it was sold.Heavily involved in the transition of the Regional Aircraft business from Woodford and Toulouse to Prestwick. Involving redundancy, redeployment and relocation of employees. In addition to the site closure, redundancy, relocation, repatriation and redeployment of employees from Toulouse under French legislation. Pay deals negotiated within budget. Restructuring and OD activities delivered. With the transition over, single Regional Aircraft pay deal (cross site) achieved. Mitigation achieved at Woodford site following Nimrod restructuring announcement. Containment of IR issues at Woodford. Restructured business to a Customer Service organisation out of a manufacturing legacy. Negotiated a pay deal at Prestwick that delivered flexible T's and C's more associated with a customer service environment. Implementation of a high performance general incentive scheme. Delivered Business Continuity planning and SHE plans for the business. Functional skills analysis for the business to deal with future skill requirements. Ensured clean TUPE transfer of Aerostructures staff to Spirit Aerosystems at Prestwick and Samlesbury sites. Dealt with all Board level issues. Managed the site separation issues for Regional Aircraft at Prestwick. Facilities management review with shared services. Led Pensions deficit review across the business leading to a very high level of support. Comprehensive review of Communications capability and processes. Cultural issues – Improvement process implemented. Excellent EOS results for 2006 showing positive trends on all dimensions.Managing all HR issues associated with a reduction in scope of our Washington Office. Delivered in 2007.Prepared the business for sale under TUPE, and left to an internal position prior to planned sale.

Merchant Navy

Mechanical Engineering

Education record