Joined a HR Project team to action the closure of one of the Companies sites and redeployment of staff to another site. Involved in Collective Consultations with Trade Union Reps and Employee Reps. Training Line Managers in how to carry out individual consultation. Supporting Line Managers in individual consultation meetings and throughout the process. Collating a log of questions and answers that came out of the individual consultation meetings and communicating to Line Managers of any changes. Preparing redundancy figures and associated Consulation letters to employees. Liaising with Outplacement and Relocation Companies.

Developed a training and development matrix and career progression structure for Production Management roles from Production Coordinator to Production Executive.Wrote Job descriptions for all the roles in the Company.

Networking and scouting for the best creative production talent in TV, Digital, Virtual Reality and Giant Screen for national and international broadcasting channels for the BBC Earth Senior Management team and their Production teams to ensure the best creative talent are available and brought together to make content on schedule and meets production budgets. Developing talent partnerships to grow and share talent internally and with BBC talent teams and externally with Heads of Production and Talent Managers from national independent production companies such as Plimsoll, Tigress, RDF, Love West, Keo, Betty, The Garden, Wall to Wall, Dragonfly and Twofour.Fostering relationships, to grow and share talent, by being part of the BBC Talent Schemes such as the Production Trainee and Apprenticeships Scheme, the Bristol Production Talent Forum, the London Production Talent Forum and the Edinburgh International Television Festival – “Ones to watch” scheme .Keeping abreast of salaries and changing employment legislation and working with BBC Worldwide HR, BBC Earth senior management team and production management to ensure the workforce, both PAYE and Freelance, are performance managed and contracted correctly in line with the HMRC TV Modus Operandi rules and the new IR35 tax rules.Growing the senior management team through feedback and coaching to be brave and enhance the performance of their teams and to develop a culture which is collaborative, open, positive, creative and fun. A key success in this area was persuading the senior management team to address a serious performance issue in a senior member of a production team, coaching them through the most appropriate way to address this issue and using my networks to acquire a replacement in a week. As a result of this action, it prevented the production from going down, significant costs being incurred and the subsequent effect of the market losing confidence in the businesses ability to deliver.

Part of a project team working on a PFI to provide an air-to-air refuelling service for the RAF. Shareholders of the PFI were Cobham, EADS, Rolls-Royce, Thales UK and VT Group.Responsibilities of this role included:Ensuring that an efficient, thorough and effective HR Service was provided to the business and managing the relationships between employees seconded onto the project and their parent companies.Ensuring that the HR element of the PFI was robust and met the RAF harmonisation requirements through negotiating/liaising with the Defence Procurement Agency and the RAF.Designing and developing organisational structures and manning plans for the 25 year life of the contract. Taking into consideration the organisations development through start-up, full service delivery, maintenance and contract closure. Defining AirTankers company values and behaviours when it began trading in 2008.Developing new terms and conditions of employment for existing secondees moving to become AirTanker employees, liaising with parent companies on the re-deployment options available for secondees and developing Succession plans and a Recruitment Strategy for this transition period.

Key successes include; raising the profile of HR within the business, re-aligning HR within the senior management team through a Business Partner approach, developing and coaching the existing HR team to be customer and service orientated and translating the business and HR strategy into prioritised HR requirements and projects and delivering them to budget and agreed timescales.Operational successes include running an on site recruitment show, managing seven other staff remotely as part of the Services and Facilities function, developing and introducing shop floor appraisals, and introducing an Employee Recruitment Incentive Scheme.

Key successes include running an organisation change programme involving restructuring, redundancies, recruiting a new directorate structure, coaching the management team and facilitating team building initiatives to speed up the effectiveness of the new organisation.

Key successes:Co-ordinating a large scale Compulsory Redundancy Programme (111 employees from 554). Involved in all aspects of the redundancy from consultation with the Trade Unions, redundancy training, selection and dismissals, re-deployment, and outplacement. Negotiated in a closure bonus linked to performance, to aid the co-operation and the off load of work and to aid the orderly run down of a section of the business as part of a Joint Venture.Influenced the HR function at Corporate level, to buy into a major modification of an existing job structure for Plant Man Management Roles that spanned the entire company and of which had been part of a major restructuring exercise when ERP/SAP was introduced into the company.First Business Unit on site to introduce changes to Engineers working patterns, by negotiating with the Trade Unions an overtime buyout, the removal of a nine-day fortnight and the introduction of an all-inclusive salary.Embedded absence management procedures into the business, reducing the absenteeism levels in a Manufacturing Unit from 8% to 4.5%. Achieved business buy in by demonstrating the substantial cost saving to the business in lost production, lost wages and additional unnecessary overtime costs.Negotiated with the Trade Union the introduction of multi-manning and six-day continuous working to increase capacity and to keep the business viable.Implemented a new organisation structure as a result of the introduction of ERP/SAP and managed the re-deployment as a result of the restructuring.Providing comprehensive advice, guidance and information across a spectrum of HR issues such as work force planning, recruitment, communications, employee relations, and legislation.Graduate Recruitment Officer for the Bristol site. Co-ordinated and designed the recruitment campaign and assessment centre for the Rolls Royce Engineering Graduate Recruitment Scheme and the Summer Placement Scheme (110 Graduates per year in total).

Part of a team of Recruiters, co-ordinating and running recruitment and assessment events to set up a new national Direct Sales force.