Jo J. Email and Phone Number

http://www.vidasheffield.org.uk/Supporting an amazing voluntary organisation offering specialist services and training, working towards eliminating violence against women.

Strategic lead for a large people function offering the full spectrum of people services. Working closely with senior leads to drive delivery that aligns to the Chief’s vision, transforming our offer to empower and enable our people to achieve outstanding results.

Leading and setting direction for a wide range of HR services, including; Organisational Development, Transformation, Operations, H&S, Policy & Trade Union relations. Flexing the service to fit the strategic needs of diverse services in a large and complex setting.

Strategic oversight of multiple, highly complex change projects of varying sizes across a wide range of areas with differing cultures and practices;Leading cross-HR change activity; continuously improving change practice including; leadership development, organisational design and selection whilst managing employee relations;Advising senior staff on high profile and impactful issues;Robustly challenging 'business cases' for change and leading Trade Union consultation;Providing strategies for case management on complex and high risk people cases; Chair of Trade Union consultation meetings; involved in contractual and policy negotiations;Primary referral for contractual and legislative queries including Redundancy, TUPE, Equality Act; Case managed highly complex and lengthy Employment Tribunal claims, including up to Court of Appeal, offering witness support and translating outcomes into learning; Active member of the HR Leadership Group, working collectively to ensure all HR staff are supported, developed and aligned to HR and University objectives;Direct input into the People Strategy, shaping 'local' plans in line with Corporate aims;

Managed a variety of developing projects; workforce planning, talent management and leadership, recruitment and selection, career development, equality and diversity;HR lead on SYFR’s first major redundancy process, including project planning HR activity, Trade Union consultation, running focus groups and drafting documentation;Sole internal legal liaison point for the unprecedented organisational restructuring – including the development of frameworks i.e. Redundancy, TUPE;Dealt with complex cases including absence, discipline and grievance, performance etc.;Managed the transformation from a centralised to district based HR staffing model, establishing a performance framework for supporting, training and advising managers/ employees;HR lead on a contractual variation project affecting over 800 employees, drafted guidance, highlighted legal implications, evaluated options and risk;Devising and implementing an Occupational Health strategy to improve employee wellbeing; Designed and delivered training to senior managers on procedural issues (Discipline/ Grievance/ Performance & Capability/ Absence Management) and family friendly policies.

Re-built the HR function, identified gaps, prioritised need and addressed issues;Devised a multi-skilling training programme to enhance functional flexibility;Improved employee engagement via a number of different mechanisms including recognition initiatives, enhancing communications, staff benefits;Negotiated sole supplier agreement with a recruitment agency, reduced costs; Reintroduced and managed absence (and other HR) procedures; Liaised closely with USDAW Union Representatives (highly unionised site);Direct involvement in pay negotiations - compiled supporting data; Introduced Management Information systems which were adopted Company wide;Undertook succession planning, monitored budgets, tracked headcount.

Planned and organised external/ internal recruitment campaigns targeted at variety of grades;Reviewed existing policies and procedures, streamlined and improved where necessary;Offered HR advice to a range of project based staff widely dispersed around the UK on differing terms and conditions;Improved compliance in all policy areas, specifically with regards to equality.

Managed an exceptionally busy and pressured Human Resource office of 14 staff; Planned large recruitment campaigns targeted at variety of grades to support expansion;Devised detailed succession planning charts involving consideration of all recruitment across grades, examining vacancies whilst considering fluctuations in workload;Successfully re-engineered various existing business processes to maximise efficiency;Established Management Information systems, providing figures for the senior civil service.