International HR and Organisation Effectiveness Leader supporting several clients including RSPB, Malaria Consortium (Health NGO), Advance Housing and Summit Education Enterprise in regard to Recruitment, Organisation Development, HR Law, Policy & Procedure, Performance Management / Development. Included two assignments detailed more fully below:

Leading and developing the team of Learning & Development and People Business Partners in working with ten Leadership Teams throughout the organisation. Raising standards and ambition. Taking a leading role personally in the RSPB 2030 Transformation Project (Organisation Development & Cultural Change), in designing and planning a Board and Senior Leadership Development Programme, and in creating and implementing strategic People Planning and Workforce Planning processes and tools. Contract ending June 2020.

During rapid business growth and transformation, to provide support to Directors, CEO and Senior Management in all areas of management and operations (including Human Resources) to ensure the successful delivery of the summer programmes in 2019 and readiness for further business and organisational development.

* Partner to Senior Management Team, especially in regard to major changes and organisation effectiveness; Substantial progress made with structural and cultural changes especially in International Team and Communications Team.* Delivering and upgrading HR Services to the whole organisation, including recruitment and selection, job redesign, training and development, HR policies, employee relations and teambuilding.Church Mission Society founded in 1799 by Wilberforce, Newton and others is a leader in social transformation, health care, education, church strengthening and growth, leadership and theological training, and other christian outreach in partnership with local churches and charities worldwide.

Teaching Adults (aged 13 to 45) & Tutoring High School & Adult students. Includes lesson planning, monitoring students progress, coaching individuals, as appropriate. Planning & leading Language Study Tours. Teaching large classes of University Pharmacy & Science Students (Workplace and Business English).

As a Senior Consulting Associate with Optimis I was part of a team that provided state of the art services and tools to diagnose, develop and implement clients key organisational practices such as HR strategy, employee engagement, management processes, frameworks and systems in order to effectively execute their organisation's strategy.Areas of focus included:Consulting: Diagnostics, Surveying, Metrics, Human Resource Strategy formation or review, Strategic Workforce Planning, HR Functional Excellence,Performance and Reward, Capabilities and Competencies, Careers and Talents. Learning: Custom learning programmes; Facilitation and experiential learning; Coaching; Building Learning and Development systems.Sourcing: Tailored Identification (internal & external), Assessment and Selection solutions.We designed and implemented value-oriented custom solutions in each case based upon thorough analysis to adapt to the cultural and organisational context of each client. Custom solutions, systems and tools were accompanied by us into successful execution. We engaged our senior partners and highly-experienced consultants to measure and ensure that the designed solution delivered the expected value, and to exceed our client’s expectations.

I formed FORWARD HR Consultancy as a platform to deliver a second phase of HR/OD project work at IFRC, and offer expert consulting services to other organisations in both profit and not-for-profit sectors.FORWARD HR added value to its client organisations by increasing their capacity to establish, grow, adapt, and optimise the development of their people, and achieve high levels of success in their organisational mission.We established close supportive partnerships with clients and delivered a high return on “investment in people” to advance the strategy & the operations of the organisation, and make a tangible contribution to:Not-for-profit: Impact, Effectiveness, Sustainability, Donor Confidence;For profit: Customer value & satisfaction, Improved Cost & Quality performance & Flexibility, Sustainable Profitability & Shareholder Value.We offered particular strengths in: - Increasing employee engagement, commitment, motivation and loyalty (good retention); - Growing effective leadership for high performance, high satisfaction; overcoming obstacles to a strong employee-relationship; - Raising HR and other department functional performance & impact; - Building strong recruitment, talent management & career development systems; - Project leadership and support across a range of “change management” scenarios incl. reorganisation, merger and de-merger; - With English mother-tongue and Global HR and Business Management perspectives, and access to other-language and expertise consultants ;

Temporary Consultancy work. Part of project to upgrade the Organisation Development practices of the world's largest humanitarian organisation. Reviewing global consultancy services including the provision of strategic review, leadership coaching, reorganisation, refinancing, change management and capacity building advice, provided to 187 National Societies;The recommendations will bring improvements to the sourcing & selection of OD Staff globally; the training and continuous development they and Regional Leaders participate in; and will build support systems to ensure that quality tools and methods are expertly used, leading to sustainable transformation of individual National RCRC Societies.

Managing & developing Field HR team service to 9 country Relief/Rehabilitation programmes plus Emergency Response operations e.g. Haiti. Including: Recruitment; Staff Induction; Welfare etc.Leading role in Field organisation-restructuring initiative with new pay and conditions structure to support improved recruitment, career planning and retention goals, as well as performance; Seconded part-time to Executive Team (during gap between HR Directors), taking a key role in the formulation of a new 3 year strategy for Medair, including clear People / Culture aims & initiatives; Repositioned HR and line manager (partner) roles, began improvement work, including significant uplift in resourcing process performance, start on Training & Development/Talent capacity building, etc.

Executive Team role, establishing a modern H.R. service for four diversified UK-based businesses (three manufacturing-based, one retail, plus small HQ), raising business performance in each case;Change Management; including Cultural Change through Management Development & Coaching Programme, and improved Employee Relations (within a new Trade Union “Partnership” agreement). Implemented very effectively through specific Improvement Plans for each part of the 4 businesses;Invited, and successfully joined small Employers Team for UK Paper Industry National Pay and Conditions Negotiations, representing twenty-five large employers.

Tesco Contract Senior HR Management role (four UK distribution centres).

Divisional Management Team role; establishing an upgraded H.R. service to managers at all levels across ten dynamic UK, Northern Irish and Republic of Ireland airport sites

HR Consultancy Contracts

Promoted from People Development Manager (Jan. 2000 – Sept. 2000)

5 years initial career development with GEC Turbine Generators, leading to Senior HR Officer10 Years as Employee Relations Manager, and in Organisation Development and Change Management roles, with Alcan Group Companies (became British Aluminium Group)1 Year as UK HR Manager for Nynas UK AB Coordination & Co-leading of management group formed to implement a large transformation project for Alcan’s MEL Chemicals manufacturing operations including a 20% increase in productivity.  Large role in small team seconded to Arthur Andersen Management consultants full-time for 3 months to conduct an in-depth strategic review of the Alcan Magnesium business, developing a plan for its total re-engineering. Subsequently involved extensively during the successful implementation phase of the project including a large capital investment programme, implementation of a delayered organisation structure, skills uplift, and building with tools like Employee Survey Action Teams, and a “Lean” culture.