Working with HR, OD and business leadership teams to support a range of change activities. Projects undertaken include: ERP system implementation, change management for transformation programmes, organisational design, restructure guidance and implementation support, development of effective management practices, guidance, and policy documents, aligned with cultural and strategic priorities. Design and facilitation of stakeholder engagement sessions to understand and map client need, challenge thinking, and facilitate solutions suitable for new and emerging working environments (Operating Models, Terms & Conditions, Flexible Working, Dispute and Resolution, etc).

● Oversee overall project delivery; delivering robust decision-making and governance, aligned with project objectives and business requirements agreed in tender, and maximising organisational change readiness. ● Support data cleanse & migration activity by driving effective legacy system review and maintenance, with appropriate risk assessment and sign off of key decisions impacting future data integrity. ● Guide integration elements to be built with optimised processes, to improve user experience, and cross-University collaboration. ● Ensure test phases are delivered with accurate progress and completion tracking, and a feedback loop to manage default resolutions. Ensure UAT is delivered in line with an appropriate and coordinated change approach. ● Define reporting requirements to meet compliance needs, and enable a shift to evidence-based decision making. ● Create a robust exit strategy and ensure a smooth and effective transition to ‘business as usual’ activity.

● Business Owner for HR and payroll system implementation (ITrent). Accountable for discovery, design and testing of operational solutions; alongside BAU delivery to maintain pay, recruitment and transactional services. ● HR Operations service improvement, driving compliant and efficient lifecycle process ownership. Facilitating cross-team working to standardise processes, drive efficiency, and improve end-user experience. ● Legislative and regulatory compliance within HR and the wider University context. Ongoing requirements for UKVI, DBS and GDPR, OfS and HESA.

Commissioned by the Workforce Transformation & Partnering Directorate, to work with senior stakeholders and HR to identify requirements to embed the HMRC Business Change Framework. Deliverables included: ● Design of a tool to link the Business Change Framework package with existing materials and tools from teams and clarify roles and responsibilities of parties involved in change delivery. ● Design and delivery of a Development Programme to upskill areas of HR in effective change management, and enable them to support and embed the Business Change Framework approach across the organisation.

Change Management Lead for Directorate of Student & Academic Services Transformation Programme. Deliverables included: ● Designing and delivering the change and engagement strategy, facilitating stakeholder groups, capturing design scope through engagement activities, and ensuring a robust framework of communication and participation. ● Coach to the Senior Management team, advising on people practice and supporting personal development. ● HR support for scaled people processes, supporting compliant organisational design and change delivery.

Working with clients to support large scale transformation programmes: • Developing bespoke Workforce Development Programmes to support delivery of integrated, high-performing services. • Conducting stakeholder workshops, developing technical and behavioural competency matrices, and mapping learning opportunities to create a blended toolkit of development interventions. • Providing strategic and tactical guidance for large-scale frontline reorganisations. • Business case and communication strategy development. • Consultation preparation and pooling development, defining selection processes and complex query resolution.

Working with professional services to improve post-pandemic practice, and deliver service improvement. Deliverables included: ● Service improvement diagnostic for Student Admissions Department, and subsequent leadership and operational improvement delivery plan. ● Design & delivery of a moduled Leadership Development Programme. ● Multiple stakeholder engagement activities, including Trade Unions, to review policy; Terms & Conditions, Flexible Working for the emerging environment, Grievance & resolution, Student complaints. ● Review and Update of family leave policies and manager guidance to support changing legal position.

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Support the Executive Management team to develop their Professional Services Target Operating Model, focussing on improving ‘Student Experience’. Developed evidence-based insight and improvement options, as part of the Target Operating Model development, for non-Academic services at the University. This OD piece involved primary & secondary research into the key factors impacting the student experience, as well as data analysis and experience mapping.

• Created the HR People Strategy Delivery Plan to align activity with organisational success measures. The plan enables leadership to track deliverables, manage time/resource, monitor budget and ensure benefits realisation. • Delivered the second phase of the HR and payroll system implementation project, optimising the system functionality for data collation, workforce metrics, MI and transactional processes. • Designed the organisational approach for People MI to drive institutional evidence-based decision making. I developed a workforce metrics reporting rhythm from strategic Board level, through to tactical line manager MI.

Tasked to hold the team until permanent recruitment completed, to improve and stabilise team performance and morale. The service had a poor reputation for inefficient, non-compliant delivery. I implemented a three phased transformation approach to; stabilise, simplify, and transform the service. My recovery plan focussed on ‘delivering the basics brilliantly’, through data integrity, standardised processes, and systematic resource management.• HR project lead on HR and payroll system implementation (ITrent). Accountable for discovery, design and testing of operational solutions; alongside delivery of BAU activity to maintain transactional services for pay, contracts and recruitment. Delivered in line with milestone deadlines and governance mechanisms. • Three-month recovery plan delivered to drive process improvement, enabling compliant and robust processes; managed by an engaged team. Stabilised delivery and reduced service failures; through performance monitoring and continuous improvement. Standardised processes to drive efficiency and improve end-user experience. • Implemented a Twelve-month operational delivery plan, identifying clear objectives for functional areas to develop and deliver a consistent and compliant HR, Recruitment and MI service. Embedded a continuous improvement ethos to increase competency and improve end-user experience. • Accountable for legislative and regulatory compliance within the HR function and wider University context. Focusing on ongoing requirements for UKVI, DBS, Ofsted and GDPR, as well as delivery of ad-hoc and annual audit responses (OfS, HESA and HMRC). Transformed delivery to improve risk management and deliver a robust service. • Accountable for the maintenance and development of workforce metrics and MI; ensuring accurate collation for statutory/non-statutory reporting. Improved delivery of audit returns, driving institutional data integrity and significantly improved external performance indicator returns.

Engaged to project manage and deliver the people aspects of a key restructure.• Designed and delivered a high profile, large scale restructure to align the workforce with the future operating model. Developed an implementation plan to embed the revised model and drive high performance. • Led the project management; highlighting risk and issues, monitoring and reporting key milestones and deliverables and driving decision making and risk assessment to ensure the project was delivered successfully. • Led trade union consultation and employee relations resolution, coaching the senior management team to make risk-based, commercial decisions.

Key Responsibilities: • Partner business leaders from a strategic and operational HR perspective. • Understand the strategic business goals and align the contact centre people plan. • Bring HR insight, challenge & expertise to coach and support business leaders and ensure decision making takes account of risks, issues and opportunities to enable the overall business strategy. • Deliver change projects and people initiatives to enable business goals, deliver transformation and realise the D&G people strategy. • Engagement lead for the contact centres to drive effective planning and improvement. • Support the resolution of complex ER issues where required. • Lead cyclical people processes associated with reward, performance, engagement, talent and capability.

Key Responsibilities: • Advising, guiding and coaching managers at all levels across multiple sites. • Managing all employee relations issues within the Group, including; absence management, performance management, disciplinary, capability and grievance. • Managing recruitment at all levels of the organisation; from job analysis, advertising and selection to corporate on-boarding. • Change management including redundancy programmes, large scale Terms and Conditions review and post TUPE arrangements. • Define and coordinate L&D activity across all sites to meet operational and H&S needs, as well as supporting talent development and succession planning. • Metrics analysis and reporting to board regarding HR activity and KPIs. • Policy development in line with changing legal and operational requirements.• Plan workforce requirements including succession planning and talent management aligned with operational and commercial strategy. • Delivering internal payroll and pension provision.

Key Responsibilities: • Managing design and delivery of organisational change projects including; service redesign, insourcing and outsourcing (TUPE), business process re-engineering and efficiency reviews. • Led consultation processes with recognised trade unions on policy revisions and formal change processes, e.g. redundancy, TUPE, restructuring. • Advising and coaching all levels of management on a full range of HR issues including; employee relations, performance management, resourcing and succession planning. • Partnering the business to deliver annual budget efficiency savings whilst managing legal, financial and ER risks. • Strategic workforce planning, in line with change programmes, to support talent management and succession planning. • Develop and monitor MI; reporting workforce impact, financial implications and budget progress for internal governance, political decision making and media enquiries.

Key Responsibilities: • Developed the policy and consultation documents outlining ‘people’ aspects of managing change (including TUPE), identifying processes to support the proposals and timescale for the transition. • Coaching & Mentoring, supporting managers at all levels and the wider HR community on effective change management and complex employee relations cases. • Project management with immediate team and other key stakeholder colleagues to ensure the delivery of milestones in an effective and timely manner, in line with competing strategic and political priorities within the Council.