Jane Miller Email and Phone Number

- developed data-led talent to support global restructures, delayering programmes, changes in regulatory requirements, increased customer expectations, insourcing and outsourcing projects- facilitated executive and senior leadership teams through global talent review and succession planning programmes to strengthen long term talent pipelines, stretch high potential leaders and mitigate the risk created by critical roles- led teams of up to 55 colleagues across a range of functions including learning, leadership development, HR business partners, resourcing and new talent, technical training, change management and business improvement- led the transformation of a technical development function to drive improved operational performance and ensure compliance against regulatory standards- negotiated the termination of a £22m outsourced recruitment contract, bringing the activity inhouse and securing sustainable performance improvements in time, cost and user experience- secured a £2m business case to double graduate and apprentice recruitment to 120 new starts per annum, and built a New Talent team from scratch to manage activities on an end to end basis- developed and presented the business case to support a £10m investment in the Severn Trent Technical Training Academy, a multi-year programme to ensure we had the technical and engineering capability in place to meet our 2020-2025 Business Plan (submitted to OFWAT, the industry regulator, in 2018)- created a plan to deliver the cost savings and revenue generation to achieve the agreed ROI in support of the above Academy, through a combination of insourcing, tight management of a Managed Learning Service (MLS) contract, rationalising 3rd party suppliers, optimising our Apprenticeship Levy fund (£1.2m pa) and developing external training programmes to sell to other Water companies

- offered a short secondment by the Group HRD to head up the L&D team and develop a new talent strategy- completed diagnostic research and analysis, developed and presented a case for change with the Executive Team and Board, and gained approval to build a new agenda for talent- built a performance improvement plan for the HR team to support the talent agenda

- accountable for the development of organisational capability in the tools and techniques of lean continuous improvement- recruited, developed and led a central team of Expert Lean Practitioners who supported and trained leaders and front line teams in continuous performance improvement- an initial investment of £8m achieved a return on investment within 18 months

Range of L&D manager and HR business partner roles

- accountable for global graduate recruitment and development programmes, which included working in close partnership with subsidiary companies to secure placement opportunities and facilitate moves to provide the right experiences to build future operational managers for the warehousing and logistics businesses