Kerrie Pearson Mcipd Email & Phone Number

Birmingham, England, United Kingdom

Bescot

Working as a HRBP in a complex, fast paced and challenging environment I have provided strategic support to Executive leaders and their leadership teams in Finance, Legal, IT and Business Change and more recently various Call Centres and Sales teams across 3 sites. Working closely with the Chief People Officer, Senior HRBP and front facing HR team on the formulation and delivery of the HR strategy and supporting the business to implement its new ‘People Agenda’.Key activities/responsibilities* Advising on large change projects, to review, create and implement new structures that are fit for purpose to deliver key business objectives.* Driving and embedding a performance culture, ensuring the successful roll out of the performance review scheme. Providing advice and guidance on objective setting and completion, including quality assurance and mid-year reviews.* Working with and challenging managers to identify talent and critical roles, develop career pipelines and mapping opportunities, succession plans and identifying skills gaps. Considering ways to use the apprenticeship levy to develop colleagues.* Supporting stakeholders to create and communicate an Engagement plan that delivers a range of activities, focusing on rewarding and recognising colleagues, improving the working environment and promoting leadership and personal development.* Promoting fair and consistent reward and recognition across the business within the formal recognition tools, annual pay cycles and bonus reviews.

Birmingham, United Kingdom

Working as a consultant, I played a key role in the design and implementation of new operating models and provided professional advice and direction to the Executive team, Project Manager, external Business Partners (Accenture) and other key stakeholders. I identified key HR activities and planned how they would be delivered in line with the project timescales. Key projects were:* Successful implementation of a new structure and revised role for Police Community Support Officers (PCSOs) across West Midlands Police (c500 staff). I led on the review of the role to ensure it operated more effectively within the new structure. I undertook workforce planning activities, monitored attrition, forecasted demand and redistributed resources to improve operational efficiency.* Redesigning the way the Force investigates crime, deals with prisoners and locates missing people. New teams were created and other functions were merged. The model was implemented to enable staff to operate more effectively, as well as reducing staffing costs. The changes enabled the Force to make a saving of £1.4 million on police staff posts and £11.2 million of non-cashable savings for police officer posts. Approximately 200 police officer posts were redirected from Force CID into other areas of the force. I led on a number of key HR activities, these included job design/changing roles profiles, working locations and shift patterns for staff across the West Midlands area. Key consideration was given to demand, staff skills and talent, supervisory ratios, resilience and minimal disruption.

Reporting to the Head of HR I provided strategic advice and support to senior leadership teams on a number of Policing Units, c 1000 staff.The key activities included:* Promoting and supporting a positive attendance and wellbeing culture.* Led on the implementation of people plans, ensuring resources were tracked and deployed effectively.* Responsible for the leadership development and talent management strategy to assist with succession planning.*Implemented a new digital appraisal system ensuring all staff were trained in the new system and received an annual appraisal.* Designed and delivered workshops to coach line managers to deal with challenging ER cases.*Provided ER legislative advice to support leaders dealing with complex performance and disciplinary cases.* Supported senior leadership teams during two periods of significant change to the operating model.* Assisted the force with internal police promotion processes for a number of different ranks.

As generalist HR Manager I was a key member of the senior management team for a Policing Unit. I managed a team of seven people, with responsibility for the delivery of all aspects of Human Resources, Learning and Development and some aspect of Health and Safety.* Learning and Development – managed the department to ensure successful implementation of the training strategy and plan for the Unit. Led on the implementation of the appraisal scheme ensuring all employees had an appraisal on a yearly basis. *Employee Relations - provided advice to line managers to ensure the successful implementation of all policies and procedures i.e. grievance, discipline, performance management etc. Assisted with specific HR projects/policy formation. Negotiated and consulted with unions and staff associations to ensure staff were treated fair and equitable.* Employee Resourcing – managed all aspects of recruitment and selection to ensure the most suitably qualified and skilled staff were employed in a timely manner, in accordance with employment legislation.* Attendance management – managed sickness levels to ensure we looked after the wellbeing of staff and used appropriate policies to manage cases, to achieve the forces 97% attendance target. The areas I managed were consistently in the top 3 for the force.*Change Management - supported senior leadership teams during 2 major change programmes, these fundamentally changed the structures and working practices.

Cipd

Hnc, Business And Finance