Daniel Grice-Lloyd Email & Phone Number

Nottingham, England, United Kingdom

Leading the Eastern region HR Programme Management Office, delivering people projects for 9,500 employees.

Nottingham, England, United Kingdom

Leading people projects for 1,500 employees in route and 9,500 in region, supporting national programmes for 46,000, with an overarching focus on strategic goals of engagement, retention, and productivityDesigned, piloted, and deployed route development programme (LEAD) focused on core behavioral skills, achieving rolling NPS of +70 and resulting in improved leadership capabilities and positive delivery of business strategic goals:> Future LEADers (entry level) – live in route, regional rollout in 2023, c250/year; 25% female (v 12.5% FTE)> Established LEADers (mid-level) – in development with route deployment, c30/year> Emerging LEADers (enhanced graduate scheme) – in development with regional deployment, c150/yearRoute and regional lead for early careers (apprenticeships, Year in Industry, graduates), working with key executive stakeholders to improve EDI, and develop talent pipeline for strategically key rolesLeading on reducing process waste, embedding use of Power Apps (Automate, Forms, Power BI); developing enhanced analytical capabilities leveraging data analytics to tell compelling stories, focus on data quality; and as early adopter for generative AI (ChatGPT/Bard) and prompt engineering to streamline processesAccountable for route training and personal development budget (£4m), implementing Learn As You Earn strategy (4% of workforce on an apprenticeship in 2023), with positive feedback on enhanced route productivityLeading regional HR Project Manager working group to share best practice, use continuous improvement lean methodology, and develop regional analytic dashboards, saving 3FTE in FY23 through process automation Supported route Programme Management Office phase two development, including development of project tools (PEF, PIF, PIR, Kanban via Trello & Teams) and Power BI dashboard, enhancing transparent governance processes, and building development pathway (APM PMF & PMQ, L4 and L6 PM apprenticeships, and agile scrum master CSM)

Nottingham, England, United Kingdom

Leading on people projects in the East Midlands route, including supporting the rollout of continuous improvement and lean methodologies, and being a critical HR friend to the wider regionRegional GDPR lead, route SWP lead, and route lead change agent, delivering medium and long term strategic plansStakeholder management of handed off complex ER cases outside of core HR teamDeveloped and deployed a regional part-automated process for quarterly ratings, saving c300 manual processing hours annually, reducing manual intervention and enabling increased value-add stakeholder timeComplex contract changes, resolving a long term (10+ year) contract challenge in an unionised environment where harmonisation is not possible, resulting in 80% of identified leaders moving to the new contract typeIntroduction of basic SWP (strategic workforce planning) within the route, including development of PowerBI dashboards and predictive analytics for headcount planning. Working with finance partners, this will result in an achieved headcount budget for FY22Delivery of business education governance, reducing expected training budget overspend of +71% to 0% (no overspend) without loss of training competency or decrease in safety complianceUpdated early careers process, with improved graduate and apprentice experience. Introduction of kickstarters and traineeships

Gainsborough

Working closely with senior leaders to develop and deliver the organisations respond to Covid-19.Supporting the business as a HR Generalist, providing a HR partnering service for senior leaders and executives, driving delivery of the organisations values and principles.Leading the HR Operations team, coaching and developing the HR Advisor and HR Coordinator, promoting their brand and supporting them to deliver a day to day ER service to front line leadership and colleagues.Leading the Policies and Procedures working group, updating dnd developing policies that support the organisations People Strategy.Working closely with the L&D Business Partner, on the Leadership Development Program to grow the capability (in both functional and people based coaching skills) of leaders at all levels. Creating a progression plan, encouraging the development of internal talent as part of the introduction of a talent pipeline/succession plan and talent pool.Developed a new recruitment and selection strategy with a focus on 'right first time' hires, aiming to reduce voluntary turnover and improve engagement.Set up NPS customer satisfaction measures for HR, taking into account annual IIP surveys to drive culture change.Developing an updated reward and recognition offering, through a bonus scheme, peer and leader led 'in the moment' awards (the 'star' scheme). Working with the Head of Marketing to effectively communicate this to the wider organisation to support engagement.Supporting and leading on introducing elements of agile and lean methodologies, driving continuous change and fail fast decision making. Introduced daily 'huddles' to share best practise, and foster improved team engagement.Supporting and deputising for the Head of HR, acting as the senior point of contact.Working with people leaders in both office and field based (engineer) environments, supporting cultural growth in a not for profit charity undergoing a significant period of change and evolution.

Nottingham

Supporting the HR Director and senior business stakeholders to plan, transition and implement a blended HR Shared Service within a complex newly merged business environment (23,000 employees across the UK), with a relocation of HR Shared Service from London to Nottingham.Leading the blended HR Shared Service team in all aspects of HR Operations - Telephony, On/Off Boarding and Lifecycle. Providing support to the outsourced payroll team via payroll subject matter experts.Implementing and driving lean delivery of core processes and principles - including introducing individual performance metrics, visual performance reporting and supportive coaching principles.Providing weekly core metrics to senior HRLT (leadership team) including analysis, recommendations and risk scenarios for next steps to improve SLA's.Managed (via case work) escalated HR cases received via HRBP’s, Directors or board level to completionCreating, delivering and supporting process checks across both case management and telephony. Providing in the moment feedback through live, remote and time shifted coaching sessions to improve customer experience and outcomes, embedding a 'right first time' ethos

Nottingham, United Kingdom

• Accountable for delivering a full core hours HR support service to over 10,000 employees• Supported ER with identifying gaps in policies and procedures, consulting stakeholders and re-writing and deploying new processes across the business• Introduced lean principles to the area, embedding daily performance meetings (dialogues), visual performance boards, problem solving processes and end to end process/customer guides• Liaised with service delivery, created, agreed and delivered a locally relevant call quality framework, improving call scores from 46% (weak) to 84% (great) • Identified opportunities to digitally shift contact channels, leading to a reduction in 60% of inbound email traffic, equivalent to 420 work hours per year• Key focuses on reducing end to end resolution time, driving down repeat contact, embedding digital support options and improving customer outcomes• Improved NPS scores from -10 to +24 across the team and supported the improvement by 37ppt across HR shared service

Bedford

• Led and supported a team of 16 resolution managers, dealing with residential complaints via inbound and outbound calls in a contact centre environment• Worked closely with the Duty Manager to support call KPI’s including ASA, AHT, Wrap and GOS• Engaged with outsource partners and internal stakeholders to train, coach and support a sales team during a period of high sales activity. A compliance score of 97% was realised by week 7 • Mentored several externally recruited team managers. Coached through initial integration, identifying training needs, up-skilling in call quality and providing in the moment support• Supported section manager to deliver performance dialogues and embed operationally excellent processes. Assessed as delivering lean processes and coaching sessions to advanced level• Created a customer conversation package (CALMER) resulting in moving the bottom quarter of advisors from weak to basic in call quality assessments across the section. This was integrated into the company wide induction process for all external recruits

Bedford

Managing a team of Retail Sales Advisers, ensuring compliancy within a difficult legal framework in a challenging sales environment with stretching targets.• Managed a platinum tier business with turnover above £650k/pa• Achieved 100% to sales budget v 74% previous quarter and improved customer care score from 54% to 96%

Oxford Circus, London

Responsible for many areas of the business including budgeting/P&L, customer care, performance leadership/leading for change, reducing shrink, payroll, sales excellence, premium beauty & cosmetics and healthcare/pharmacy compliance (SOPs/FRED)• Launched a new 800 sq/m business with turnover above £13m/pa• Led a team of over 50 colleagues, 1 trainee manager and 6 beauty account managers

Hertford, United Kingdom

Stevenage, United Kingdom

Milton Keynes, United Kingdom

Peterborough, United Kingdom

Nottingham, United Kingdom

Wolverhampton, United Kingdom

Advanced (Post Graduate) Diploma, Strategic Human Resources Management, Merit

Level 7 Advanced Diploma in Strategic People (HR) Management with masters top-up (2025) [CIPD L7]

Fda, Leadership & Management, Distinction

Education record