Leading the TA function

Atos is a global player in the IT services, digital transformation and cybersecurity market with annual revenues in excess of E10bn and over 100,000 employees.Overall global HR lead for two key practices, SAP and Industry 360 (5000+ employees) based across multiple countries spanning Europe, the Americas, MEA, and APAC regions: Led and delivered all global people initiatives including talent reviews, annual salary review, and Great Place to Work Ran project to integrate c.… Show more Atos is a global player in the IT services, digital transformation and cybersecurity market with annual revenues in excess of E10bn and over 100,000 employees.Overall global HR lead for two key practices, SAP and Industry 360 (5000+ employees) based across multiple countries spanning Europe, the Americas, MEA, and APAC regions: Led and delivered all global people initiatives including talent reviews, annual salary review, and Great Place to Work Ran project to integrate c. 200 employees from a newly acquired company, into Atos structure Implemented initiatives for our key Talents (SVP mentoring and career reviews), to enhance their visibility, open up more internal career opportunities, and increase retention Set up and sponsored the SAP Women Diversity group, giving a more formal voice/forum from which to develop initiatives Defined leadership team succession plans and KPIsDuring this time, I also ran two key global initiatives: ReINVENT programme – I defined this global reskilling programme, gained buy in from leadership in all countries, and launched through the Talent Acquisition team – hundreds of positions were agreed as reskilling opportunities, and benefits achieved were reduced heads in low demand areas, increased heads in high demand areas, increased retention and a reduction in hiring spend Job Role project – identification of a formal Atos Job Family + Role for over 20,000 employees, bringing considerable benefits for internal recruitment and pay review processes (project completed within agreed three month timescale) Show less

Led Talent Acquisition for this newly carved-out 6000 strong global industry team, where a fast start was required: Worked with leadership team to agree an initial EVP and collateral that could be shared with the external candidate market Ran sessions for recruiters to introduce them to the new sector, the EVP, and our sector offerings/solutions  Produced and shared a sector hiring plan with the recruiters, allowing them to be more proactive in their hiring approach and bring… Show more Led Talent Acquisition for this newly carved-out 6000 strong global industry team, where a fast start was required: Worked with leadership team to agree an initial EVP and collateral that could be shared with the external candidate market Ran sessions for recruiters to introduce them to the new sector, the EVP, and our sector offerings/solutions  Produced and shared a sector hiring plan with the recruiters, allowing them to be more proactive in their hiring approach and bring in resources quickly to ensure we maximised customer revenue opportunities Matrix managed Talent Acquisition teams across multiple countries and centralised recruitment shared service centres Proactively improved the business approach to senior hiring (quality role briefs, assessment, speed, decision making) Ran internal career roadshow to promote the sector to the wider Atos audience, therefore increasing internal hiring and reducing recruitment spend Hands on recruitment of senior positions in the sector (role scoping, screening, assessment, offer) Show less

Responsible for all TA innovation, tooling and process in a 100,000 employee / 72 country / 300+ recruiter environment: Redesigned the end to end global TA process and tooling workflow, to allow the transition from local country TA operations to a hybrid local/global model, bringing significant cost and organisation benefit Implemented considerable new functionality in the ATS (SAP Success Factors) including talent pooling, interview scheduling, and production of online candidate… Show more Responsible for all TA innovation, tooling and process in a 100,000 employee / 72 country / 300+ recruiter environment: Redesigned the end to end global TA process and tooling workflow, to allow the transition from local country TA operations to a hybrid local/global model, bringing significant cost and organisation benefit Implemented considerable new functionality in the ATS (SAP Success Factors) including talent pooling, interview scheduling, and production of online candidate offer letters – bringing significant time and cost efficiencies Redesigned and launched the new Atos careers site (https://atos.net/en/careers) Rolled out Textio, a tool to help recruiters write more gender-neutral jobspecs, leading to an increased volume of women applicants Wrote end to end recruiter and hiring manager user manuals for all process and tooling activities and trained over 150 new shared service centre recruiters in Bulgaria and India Introduced video job descriptions into the organisation – built the process and guides for hiring managers and recruiters, and rolled it out to the recruiters globally Show less

TA lead for all permanent, contingent, and temp hiring for a region of 15,000 employees spanning 10 countries: Owned multi-million pound outsourced RPO contracts: AMS (contingent, early career and mid-career hiring); SJB (senior/leadership hiring); Adecco (temporary hiring for client accounts); SJB Medical (medical hiring for very visible UK Dept of Heath contract); Sterksen (permanent hiring in Benelux & Nordics) Volumes successfully delivered through this model were generally in… Show more TA lead for all permanent, contingent, and temp hiring for a region of 15,000 employees spanning 10 countries: Owned multi-million pound outsourced RPO contracts: AMS (contingent, early career and mid-career hiring); SJB (senior/leadership hiring); Adecco (temporary hiring for client accounts); SJB Medical (medical hiring for very visible UK Dept of Heath contract); Sterksen (permanent hiring in Benelux & Nordics) Volumes successfully delivered through this model were generally in excess of 2000 permanent and 1000 contingent/temp hires per annum Brought considerable cost savings through contractual re-negotiations for four of the above contracts Conducted regular supplier/business reviews, implemented performance improvement activities and acquired bolt-on services where appropriate Led TA delivery of medical staff into the DWP PIP account in extremely tough post-Brexit conditions (significant lack of nurses/physios/paramedics), bringing on additional supply routes where needed and hitting customer hiring targets of 50+ hires per month Owned the early career hiring strategy/programme across 15 UK and Benelux universities (including presenting to leaders at the Universities of Cambridge and Eindhoven), helping us to secure the quality and volume of graduates needed Led project to hire 1000 additional temporary staff across multiple Atos sites, meeting the target set by the NS&I customer for the Premium Bonds ramp upDuring this time, I was also asked to run a major global internal hiring programme, Internal First: Developed the core activities of the programme including Job Cafés, internal careers fairs, employee testimonial videos, and newsletters, and implemented them through the various local recruitment teams Achieved a significant increase internal hiring, reduction in external hiring spend, increase in employee skills development, and retention of talent Exceeded target of 80% of vacancies to be filled internally in 2018 and 2019 Show less

I led all three of the main Workforce Management teams over a 5+ year period: Led teams of up to seven workforce managers, providing the resource allocation service to all Atos customer IT projects, ensuring minimal bench time (to reduce cost exposure) while maintaining sufficient resource capacity to meet customer project demands Introduced formal workforce planning around skills demand/supply, headcount, hiring, and subcontractor use, to ensure we had the skills capability… Show more I led all three of the main Workforce Management teams over a 5+ year period: Led teams of up to seven workforce managers, providing the resource allocation service to all Atos customer IT projects, ensuring minimal bench time (to reduce cost exposure) while maintaining sufficient resource capacity to meet customer project demands Introduced formal workforce planning around skills demand/supply, headcount, hiring, and subcontractor use, to ensure we had the skills capability required to meet current and future demands from our customer base Responsibility for up to 2000 employees’ project allocations, chargeable utilisation and bench time, in order to maximise revenue and margin while actively controlling resource cost Ran a landed resource project to bring India resources onshore to the UK Show less

I led recruitment activity for the two largest divisions in Atos UK over a 5+ year period, these areas consisting of over 2000 employees providing IT development, implementation, and support services to a wide internal customer base: Led and managed teams of up to six recruiters, with ultimate responsibility for the full end to end recruitment service  Developed sourcing channels (job board relationships, press advertising, referral schemes, overseas sourcing) Hands on… Show more I led recruitment activity for the two largest divisions in Atos UK over a 5+ year period, these areas consisting of over 2000 employees providing IT development, implementation, and support services to a wide internal customer base: Led and managed teams of up to six recruiters, with ultimate responsibility for the full end to end recruitment service  Developed sourcing channels (job board relationships, press advertising, referral schemes, overseas sourcing) Hands on recruiting of roles ranging from developers to technical architects Implemented and managed small bespoke outsourced recruitment projects, plus PSL ownership Conducted regular supplier reviews and implemented performance improvement activities where necessary Jointly led the implementation of i-GRasp (ATS), defining the global baseline for the system, the UK local configuration, formal business comms, and led the implementation during go live Show less

Working onsite at Atos in an RPO model, I led a team of six recruiters, collectively responsible for the full end to end recruitment service (attraction, sourcing, selection, assessment, offer management) for the Managed Operations business line. I was responsible for all permanent recruitment activity, presentation of cost savings to the client, leading the business relationship with senior business stakeholders, delivering service improvement initiatives, re-negotiation of SLAs and KPIs, as… Show more Working onsite at Atos in an RPO model, I led a team of six recruiters, collectively responsible for the full end to end recruitment service (attraction, sourcing, selection, assessment, offer management) for the Managed Operations business line. I was responsible for all permanent recruitment activity, presentation of cost savings to the client, leading the business relationship with senior business stakeholders, delivering service improvement initiatives, re-negotiation of SLAs and KPIs, as well as hands on recruiting of roles from developers to technical architects. Show less

In one of the most successful teams within Experis’s UK operation, my role was to recruit contractors for the PC/LAN market in London. The role involved new business sales (constant over-achievement of monthly sales target), regular client visits and sales presentations, and sourcing/screening candidates across the entire PC/LAN environment.