Part of the HR leadership team, accountable for defining and driving the People Strategy ensuring our people can excel and the organisation vision and strategy can be achieved. Using an Appreciative Enquiry approach, I conducted a review of the individual performance management framework including recommendations to the Senior Leadership team. These recommendations led to a simplified approach and system for the Council on managing performance.Implemented more commercially focused KPI’s for the Council’s Resourcing contract to drive delivery in the areas that were of most importance to the organisation strategy. This resulted in improved time to hire and ‘penalty fees’ which were reinvested into the resourcing contract for further improvements.Led on the formal consultation and successful implementation of a new organisation design for the top two leadership levels of the Council, on time and to budget. Ensuring communications and briefings were legally compliant as well as supporting the future strategy and direction. This included the successful introduction of a new outplacement contract.

Responsibility for HR advice and Support, Learning and Development, Change, and Wellbeing teams.Championing organisational culture shift by supporting the creation of a new simplified set of leadership behaviours for the organisation. These behaviours have now been used for all job descriptions, recruitment, performance and development of our people.Member of the project team which led the re-design for the top two leadership levels in the Council. Working in partnership with Ashridge Business School to apply externally validated design methodology and practice. This structure was approved by the new CEO and was the basis for consultation with the wider leadership team.Working in partnership with Ashridge Business School on the implementation of a leadership development programme supporting the capability development of the top 200 leaders in the Council. ECC lead on the evaluation of the programme to inform future learning approaches. This included a new coaching contract being procured.

Providing strategic and operational advice and guidance to the senior leadership team in relation to a company-wide change and restructure program.Researching and constructing a new set of commercially focused terms and conditions, benchmarked against the care sector. This included new pay scales and allowances, a new approach to performance and reward, revised approach to managing sickness absence and a new benefits scheme being introduced.HR lead on the organisation wide re-structure, including negotiations with unions, engagement plans for employees and the approach to consultation and selection.

Strategic partner to the senior leadership teams within the strategy and traded areas of the Council. Successfully created and implemented a new reward incentivisation scheme aligned to support achievement of business priorities and income targets. The scheme supported the business to achieve their targets for 14/15 and the approach has been shared with other traded areas within the organisation.Defining a leadership and management strategy (including talent and succession planning initiatives) that focused on developing the future skills and capabilities of line managers to support the business objectives. This strategy led to a successful development plan for all managers, which included coaching, on the job training and classroom based learning. The feedback was positive from attendees and their managers.Using the people and business data / metrics to coach managers and employees on understanding any areas of concern and advising on possible resolutions through sound HR practice, process and policy.

Line management for nine HR consultants, responsible for providing complex and commercial advice and guidance on employee relation issues at all levels within the Council. Nominated by the team for the ‘line manager of the year’. Focused on upskilling the team to provide commercial, risk based advice tailored to the individual case. This approach resulted in case lengths reducing by 10%Identifying trends in the business where case volumes were high, and working in partnership with the strategic Business Partners to complete targeted work with the senior management teams in those areas. One of the improvements as a result was a reduction in grievance cases and a better awareness of roles and responsibilities between HR and managers.Led on the simplification of the Council’s governance process for appeals against dismissal to ensure our process was robust, fit for purpose and in line with best practice. This resulted in reduced timescales for appeals and more robust decision making.Coaching and advising the most Senior leaders on employment issues, including settlement agreements where appropriate.

HR lead on the successful implementation of a large restructure impacting over 100 people. Redundancies were made, but engagement levels within the team improved, despite the change happening at the time the survey was conducted.Working with the managers and employees to identify strategies to support employee wellbeing, engagement and culture shift. This included analysing survey results and establishing employee change forums to support more informal two-way communications with senior management and employees. Leading on talent management approaches for business areas, including succession planning and development.

Management of recruitment contracts, including regular meetings with panel vendors to review management information and performance against SLAs.Reviewing and updating recruitment and induction policies to ensure they are up to date and reflect any legislative changes.Part of the project team to outsource the in-house recruitment team, which led to the successful implementation of a new recruitment contract with an external provider, which is still in place now.

Assistant manager to the central recruitment team (team of about 20) with direct line management for five employees. Responsible for management of all levels of recruitment with the organisation, including working with partner organisations on executive resourcing.

Management of the full recruitment process for the London and York offices

Management of a small team responsible for the processing of ISA applications.