Jake Freeman Email & Phone Number

Selkirk, GB

Ashford, Kent, GB

Ashford, Kent, GB

Leading a regional team of eleven, in a region stretching from Yorkshire to Cornwall. Partnering the Regional Operations Director, Regional Sales Director and Supply Chain Director for approximately 1800 employees with an 80/20 split between permanent and agency colleagues. With responsibility to create and drive forward a people agenda for both Supply.

Ashford, Kent, GB

Brakes Group (part of the SYSCO Corporation) is a leading foodservice provider in Europe by revenues, supplying an extensive range of fresh, refrigerated and frozen food products, as well as non-food products and supplies, to more than 50,000 foodservice customers. It is the UK's leading food service solutions company with a £3bn turnover, more than 50,000.

Dublin, Dublin, IE

• Pallas Foods (part of the SYSCO Corporation) is the leading foodservice provider on the Island of Ireland. This role was a maternity cover secondment during the period that the business integrated with Brakes Ireland..
• Employee cultural capture process across both businesses to assist in the creation of one shared purpose, vision and values with an integrated communication strategy and narrative.
• Moving the Exec team to work as one, identifying synergies and opportunities, mapping roles and responsibilities and creating an organisation structure fit for purpose. Minimising external stakeholder impact during.
• Managed the alignment of terms and conditions following the TUPE transfer of ROI Brakes employees alongside the creation of a longer term strategy for Northern Ireland Brakes employees.
• Creation of a communication strategy with structured communication channels to ensure colleague engagement and advocates of the evolving business. Formulating functional and national employee communication forums and.
• Creation of People Management Development strategy, leveraging European resources to reduce duplication and costs whilst delivering successful, impactful and consistent programmes.

Ashford, Kent, GB

Partnering the Operations and Supply Chain Director, I was responsible for providing leadership on the people (circa 4,500) aspects of the Operations and Supply Chain business plans identifying business led HR solutions that deliver commercial performance whilst the permanent incumbant was resourced.

Ashford, Kent, GB

• HR Business Partner to Regional Operations Director and Senior Teams supporting logistics and distribution depots in the Scottish and North East Region. Responsible for the creation and implementation of strategic.
• Management of a newly recognised Union relationship. Preparation and participation in the first annual JNC pay negotiations achieving a company offer that was recommended to Union members. Whilst assisting in.
• Providing insights, strategy and solutions to supporting regional and local engagement plans. Achieving positive movement in all fourteen employee engagement survey categories, with six areas progressing significantly.
• Designed, managed and rolled out the communication tools for a newly formed Supply Chain UK wide site incentive bonus scheme linked to depot performance and service levels. Ensuring colleagues understood and were.
• Designed a simplistic colleague appraisal tool and associated training to support the introduction of annual individual performance reviews across the whole of Supply Chain UK. Linked to Key KPIs, the site bonus scheme.
• Project managed the front end HR and Resource processes across all UK regions to ensure a new £40m NSV contract (CDG) could be implemented swiftly and in line with budgets until embedded as business as usual.

London, Greater London, GB

• Leadership for the HR function within the region, working in partnership with the Regional Director and the senior management team to ensure the financial and operational performance of the Region was maximised. North.
• TUPE: Project Managed numerous transfers as a transferee and a transferor. e.g. 550 catering employees across 66 hospitals with 110 redundancies within budget and timescale
• Employee Relations Management: Surpassing operational SLAs by leading and managing a HR team of nine covering all aspect of employee lifecycle
• Engagement: Championed employee survey lifecycle, communication and action planning process to ensure this was integrated in to operational strategy and planning. Contributing to regional engagement scores increasing.
• Talent & Succession Management: Introduced overarching performance and talent review process, linking talent to future operational strategies
• Recruitment & Retention: Formulated and executed a UK and European recruitment, attraction & retention strategy. Driving down agency costs, strengthening external brand and career awareness within a competitive labour.

London, Greater London, GB

London, GB

• Business Improvement drove a change management programme of on-going performance improvements to enable the department to fulfil its aspiration for excellent service delivery and a right first time performance standard.
• Created and established a front office Customer Service Team. Redefining and integrating new operating procedures and systems across Diageo Financial Services; Payroll, Pensions and Shares. Simplifying and enhancing.
• System Implementation: Selected to manage the UK Payroll Team during a system transition programme for a payroll of 7,000 employees and 27,000 UK and overseas pensioners, project timescales met.
• Collaborated with Reward, HR Service Centre and operational areas to raise awareness and understanding of Financial Services, and made recommendations and improvements in the inclusion of Employees in their education.
• Created feedback mechanisms to capture, analyse and report key performance metrics including external bench-marking exercises.

London, GB

• Responsible for leading and implementing the HR related people processes for the UK and Irish Financial Services and Facilities Operations to enable great individual and business performance.
• Facilitated talent management annual process to ensure that performance management and leadership development plans were in place, actioned and managed through to fruition.
• Coached, developed and proposed improvements on policies, programmes, and procedures to ensure consistency across the business and improve the effectiveness of Human Resources.
• Optimised employee engagement through coaching and guidance for Leadership Teams, People Managers and the wider population on all business matters including; ensuring a fluid and effective reward cycle, appraisal.
• Liaised and leveraged other areas of HR and the business to ensure the efficient and effective execution of internal and external resourcing, management of ER issues, participation on the job evaluation panel.

London, GB

• Worked in a Central Services function within a complex matrix environment and diverse client population in Global Functions, Supply and Packaging sites.
• Produced an integrated project plan with clear milestones, risk and impact ratings to assess effective allocation of resources in line with the annual plan. Liaising with Business Partners, the wider HR population and.
• Tracked and managed financial performance against budget.
• Project management of the employee ‘values’ survey throughout the surveys life cycle, including communication management of results, business plans and associated outcomes.
• Diageo HR annual award for ‘Brilliant Execution’ through successful management of a project to review complex flexible resource issue, up to 750 people, linked to fluctuating production demands across three bottling.

Whiteley, England, GB

• Advised, guided and coached Managers across 75 sites, from Inverness to Cambridge.
• Sourced and implemented a 60% reduction in basic operational recruitment costs.
• Managed the TUPE transfer out of over 40 sites and associated employees to Sodexo, Compass and independent retailers.
• Management liaison with trade union representatives within a partnership agreement (AMICUS) including pay negotiations, healthcare specialists (BUPA) and payroll contractor (Capita); reduced overpayments by 70%.
• Reduced short-term absenteeism from 7% to 4.5% by introducing return to work meetings, establishing trigger points, developing and delivering management workshops.
• Reviewed and updated Employee Handbook and associated policies.

Orlando, FL, US

Played an autonomous pivotal role between the Distribution Management team and the Corporate HR team. Developed, led and motivated the Payroll Administrator, the Training and Health and Safety Officer and two Receptionists.

London, GB

In a rapidly expanding Certification business quickly gained experience within recruitment, training and management reporting.

Mcipd

Hnd Business & Finance