Kim Macmillan Email & Phone Number

National

Rainton House Durham

Building Lean & Six Sigma capability in the Business Process and Transformation Team. Driving Continuous Improvement in npower Domestic business.

Port Sunlight

I was successful in being recruited for this very interesting contract role with a large multinational company. Unilever has over 170,000 employees in all parts of the globe and he learning experience for people is very different depending on your geographical location and organisational function. My role was to produce a report which clearly stated the ‘as-is’ operating model for learning across the company.To do this I created a stakeholder matrix which allowed me access to every learning team globally. I then developed an interview script, to draw out consistent factors in each learning team, such as current headcount, and ratio to learner, audience type, roles and responsibilities, including reporting structure and interfaces with other learning teams, types of courses and average learning hours delivered and budget allocation.I scheduled and conducted interviews, capturing the outputs into a data file which would feed the final report.The purpose of the report was to be have a reference guide to support the development of a new operating model (to-be) and a range of transformational and improvement activities, drivingI completed this report highlighting key findings, insights and opportunities and made recommendations. I consulted with key stakeholders to secure validation of critical elements of the report to ensure a fully signed off documentation of the Unilever learning organization. I arranged and conducted a handover to a consultancy company (Deloitte) who were to take forward the development of the new operating model..

Managed the training function in the Project Management Office, focusing on building Project Management capability and promoting Continuous Improvement across Nissan Europe. I developed the training function from a basic demand based service to a proactive business focused supplier of choice, creating and promoting a new training catalogue. I supported achievement of business goals through managing a complex portfolio of tasks associated with co-ordinating training for over two thousand delegates per year on a range of multiple courses in over 30 European locations. I worked to tight, challenging and often changing deadlines.I effectively managed a multiple supplier base, setting expectations for quality and cost and negotiating to achieve efficiency savings through discounts and added value offers. Being commercially astute, I set up a rigorous quality assurance process including trainer observation and benchmarking activities, assessing supplier delivery against set criteria..I had responsibility for Continuous Improvement in Nissan Europe, presenting and promoting the tools and methods and delivering training targeted at various levels in the organisation as well as Nissan’s trading partner companies. Setting and reporting on KPI’s to head office (Japan) and participating in Global workshops to enhance usage of the tools and methodology. I deployed an annual survey to 8000 people, analysed responses and created action plans to follow up on poor result areas. Worked with key stakeholders to manage the deployment of all aspects of the delivery.Worked with key stakeholders in Nissan and its trading partners to develop Continuous Improvement and strategies and deployed innovative and engaging events and activities aligned with Nissan brand and culture.

1 Leybourne Hold, Durham Rd, Birtley, Dh3 1Qf

I set up this small family run enterprise following a voluntary exit from my previous role. I developed the brand and created a set of values around which to build unique selling points for the business. I developed a business plan with key achievement milestones, both financial and reputational. I implemented appropriate and necessary management systems and achieved top rating for food hygiene.•I managed all business operations including supplier management, staffing and corporate responsibility.•I worked closely with local council to offer apprenticeships and learning experience for young people.•I have grown the business steadily to the stage where I can now handover operations to my family while I return to my career.

Newcastle Upon Tyne

Worked alongside Executive Team to develop and promote corporate Vision and Values. Key achievement was building the ‘People Story’ and developing business-wide leadership skills to engage and support organisational change.Deployed an employee survey to assess the levels of engagement and motivation in the organisation and analysed the responses using Maslow’s Hierarchy of Needs model, developed and implemented an action plan to address the key issues at various levels in the organisation.Set up and delivered a series of focus groups in multiple geographical locations to capture the mood, attitudes and perception of people about the current culture of the organisation. Analysed the outputs and presented these to Executive Team with recommendations for countermeasures.Designed and deployed an ‘Education Programme’ for delivery to over 10,000 people in advance of major organisational change, to de-risk the impact of that change by providing essential keys messages. Pitched delivery of ‘what’s in it for me’ for each particular audience. Recruited and trained 21 change agents to deliver this programme to employees at all levels, with support from senior management to add gravitas and gain buy-in.Developed the content of Executive Team conferences, using creative solutions to engage senior colleagues in an understanding of the current climate in the organisation, highlighting key issues and delivering success stories. Set clear objectives and expectations about what executives will commit to doing differently after the events.

Leeds

Managed the ‘people development’ aspects of converting a government agency into a non-departmental government body.Set up an executive office through a bespoke recruitment process, including psychometric testing as a selection tool. Designed and implemented a management development process to ensure retention of competent and qualified senior managers.Worked with legal experts to source a supply of employment law advice and guidance and implemented a process for capturing best practice to prevent duplicate advice requests and save unnecessary costs.Implemented a reward and recognition scheme to increase motivation and engagement in a large corporate department, encouraged peer nominations to embed an inclusive culture and nurture acknowledgement of colleague respect and appreciation.Initiated Action Learning Sets across a large cross functional department to build a supportive network of colleagues who could share best practice and experiences and learn together by gaining the wider view and how different functions interact to deliver organisational goals and targets.

Line managed a large geographically dispersed team to, design, develop and deploy training programmes which supported organisational change, embedding new team roles, procedures, policies, behaviours and technical skills to a multi-site, multi-discipline geographically dispersed organisation of over 10,000 employees.Worked alongside IT executives to procure a training system to develop competence and confidence in the implementation of a new IT system for over 7000 users, developing simulations to provide realistic business scenarios and scheduled training plans to upskill users ‘just in time’ in advance of full organisational deployment.Developed a range of role related training both technical and behavioural to instil employee compliance to organisational standards and regulations, measurable against agreed key performance indicators. Carried out skills audits and designed and developed bespoke and tactical training solutions to meet specific business needs, such as coaching, negotiation skills, enforcement legislation and visiting officer safety training.Managed in-house development of e-learning and on-line tutoring as cost effective solutions for large and diverse audience requirements, keeping training plans within budget.

Newcastle

Design, development and deployment of a highly influential change programme to provide early release of communications and engagement with people to de-risk the impact of the full operational implementation.The solution was to develop a programme which would educate people in advance of the training. It involved a top down communication process.The strategy was to engage with senior managers first to gain buy in and get them involved in the communication process. One to One sessions with each senior to go through the changes and ensure they understood them and the impact on people in the organisation.A presentation was developed which gave key messages about the changes. It was delivered in a 2 week window to over 10,000 people.A series of roadshows were delivered by change agents and supported by senior managers- across the UK. The presentation depicted the rational for the changes, how they would impact the organisation and benefit the customers.The messages were compelling and positive but also honest. If there were unknowns then these were explained. The sessions were informative and educational. There was plenty of opportunity for interaction and Q&A.At the end of the day the culture team, senior managers and change agents had teleconferences to gauge the feeling and plan for any changes to the next day’s sessions.Each manager and Team leader was given a copy of the presentation and went back to their teams and cascaded these. Explaining how the changes would impact their team and those they interacted with. Change agents were on site to support and answer questions. Feedback from individuals was invited and a feedback/questions log updated and published with Q&A, for transparency.All key messages and the feedback was integrated into the role related and generic training material which was being developed for delivery ahead of implementation ‘Go-Live’

National

Consulting and analysing the business and managing the design development and delivery of a wide range of innovative training solutions to meet business change and performance initiatives for a large national multi site organisation. Key achievement were implementation of Learning Proficiency Assessments and pioneering in house development of e-learning .Identified functional and non-functional requirements through a variety of analysis methods such as interviews, surveys, focus groups and workshops to design and develop a range of training design solutions to meet business needs and operational targets.Carried out business process modelling and have developed swim-lane maps for a variety of business processes using Visio.I have designed and deployed IT training solutions which were built alongside new IT systems and associated scripts, dealing with defect management and and followed the standard testing processes to ensure training products met current build status. I have managed the implementation of IT training solutions and developed and deployed risks and issues plans to support effective delivery.