Business Partner to our Defence, Consulting and Learning Sectors.

Throughout my time at B&Q the business went through substantial change which meant my role varied considerably. The role managed ened to end projects and included instructional design.When I first joined I was Partner for Commercial which meant I was responsible for supporting the development of over 2000 colleagues. Working with HRBP's together we worked to achieve the people plan. This meant a lot of my time was spent working on Managers development, coaching and team building sessions using tools like Insights. Essentially preparing them for what was about to come...My Commercial function then went through a transformation programme which we helped lead the way, by creating a toolkit of materials to help support people going through change. I really feel we stepped away from the traditional methods such as the change curve and looked to help with the human aspect of change. I designed sessions such as dealing with ambiguity, managing change and how to communicate during times of change.After a restructure within the Learning and Development team and HR, I worked within the Essential skills team, whose responsibility was for managing and designing all legal, risk and asset protection development. To ensure our colleagues and customers are safe within B&Q. A highlight from this team was the induction project. Where we looked beyond building a set of tools. The project meant we were able to give the business predictive insight so we could make informed decisions such as which Managers needed more support and who is most likely to leave.

Responsible for the design and delivery of the Learning and Development strategy, whilst managing the team and L&D budget for the entire business.Having changed the direction of development for the business, here's some of my highlights from this role.My team and I designed and landed our exclusive Mi Development sales programme. Which is Recruitment sales programme that we delivered to our existing sales population and new staff. It looked at all the skills needed to be a successful 360 recruiter and equipped staff with the skills to start billing as soon as they join.I revamped the branding and reputation of Learning and Development content so staff felt more connected to it, whilst knowing when they were engaging with our material. This along with other activity positively changed the culture and behaviour of the staff towards their personal development. I adapted the approach training was being delivered by introducing blended learning solutions with tools such as E-Learning and digital interactive sessions. This gave learning a fresh feel and increased our offering of services to the business.

This was a temporary position to support the company through a period of change. I was originally in charge of three of the Matchtech Group brands from a HR perspective, however, this then extended to the rest of the company. In this position I learnt a lot around HR Management and worked on serval HR projects.These included but not limited to:TUPE transferPerformance ManagementTalent DevelopmentRedundancy ManagementEmployee EngagementHR strategy and planning

Originally recruited as an IT Systems Trainer I adapted this role quickly to accommodate the needs of the business. This resulted in me running and creating the appraisal process and competency framework for the company which allows Managers to monitor performance, not just against KPI's and objectives but to look at the behaviours required to be a successful recruiter or shared service support.I revamped the way IT Systems were being trained and tailored the courses to quicker and shorter sessions that related to how they should work in real life scenarios. This reduced the time staff were in the training time which lead to staff billing quicker which provided a quicker return on investment.I also set up Manager forums so the Management team can discuss best practice and learn new skills which will aid them as Managers. The format meant that Managers discussed the subjects that mattered the most to them, allowing for these points to be raised to the leadership team which created further projects for myself and others to work on.

Responsible for training all staff around the business. Ranging from Sales, Management, Induction and Onboarding, Culture and behaviour change and much more. I ran end to end projects including designing and developing E-Learning using Agylia.Working with a team, my original role was to visit our client partners, teaching them how to use our products so that they knew how best to sell our products and services. A big push was around how to upsell providing the customer with the best value for money based on their needs.This role expanded and these sales skills were passed onto our own retail teams which meant I was responsible for all 3Retail staff across the South, South West and South East. In this position I worked on the creation of a few sales programmes including a course which focused on NLP in selling.This role further expanded and the Learning and Development team became responsible for all Development of 3 UK staff thus making the role and projects vary even more.

This was an exciting position as most events Vodafone sponsored we attended. This included MTV music awards, Robbie Williams, Cricket, Formula One, Rugby and Financial Times business week. Our role was to demonstrate our products to the public and corporate businesses to make sure they are getting the most from their purchases or to entice them to join the network, buying into the Vodafone lifestyle image.Another part of the role was to visit clients and teach them how to sell our products, making sure that Vodafone was the Network of choice for our vendors.During my time here I was promoted to Team Trainer, where I was responsible for training my team. This was my first step into Learning and Development.