Reporting jointly to the Group People Director, and to the Managing Director for Aaron Services delivering support on people initiatives, employee relations, TUPE, recruitment needs to the Senior Leadership Team and the broader Management and Operations Teams. I am also an escalation support for Business Partners across the Group, providing support on guidance on challenging issues, such as case management and TUPE issues.• Delivered an improvement of 15% in labour turnover, by improving hiring techniques, and the onboarding, and induction processes.• Launched an Applicant Tracking System across the business, delivering training sessions to hiring managers and the HR team to support an improved candidate management process, more efficient and GDPR compliant onboarding process, and to better capture data reporting of recruitment metrics including time to hire, applicant volumes, and rejection reason tracking.• Designed and implemented onboarding and offboarding surveys to better understand the employee end to end journey with a view to further improving retention levels, and recruitment methods. • Improved absence frequency recording, by delivering an improved reporting process for line managers, alongside delivering training sessions to line managers on how to manage absence issues.• Improved compliance and speed of ER case management through the delivery of training sessions to line managers on how to manage people issues including conducting formal meetings & difficult conversations.• Probation review programme to improve the quality of line manager feedback during the probationary period and ensure new employees receive constructive feedback, with issues being identified and feedback in an appropriate way. • Apprentice review and development programme for our team of Apprentices to ensure they are gaining the support they require and meeting the expectations set by us and the training centres.

Reporting jointly to the Sureserve Group Senior HR Business Partner, and to the Managing Director for Aaron Services, I provided support and advice across multiple sites on TUPE, employee relations, recruitment, and development and training needs to the Senior Leadership Team and the broader Management and Operations Teams.• Promoting the role of the HR function and the monthly achievements and focusses; I have gained support from the Board of Directors and Managers to improve operational activity at the monthly meetings, presenting a monthly HR Scorecard of KPI’s with advice and recommendations for business improvements along with issues and actions planning.• I have engaged TUPE arrangements for new contracts, ensuring legal compliance and a smooth transition for both transferee’s and the Operational Management team.• Introduced improvements to the existing induction programme to deliver a positive message to new employees, delivering an improvement in the 90-day retention levels.• Supported the integration of a recently acquired business, holding TUPE meetings and induction sessions to ensure all transferees were familiar with Aaron Services, the mission & values alongside the processes.• Through the launch of an absence management process, and the delivery of training sessions to managers on how to manage absence and implementing the Bradford Score.• I have reduced business risks through introducing much more effective and consistent employment -DBS and right to work eligibility checks and established a standardised electronic storage system for all employee documentation maintaining GDPR compliance as well as the ability to access information much more effectively.

Developed the team culture and management performance across the area through recruitment, training and mentoring as well as sharing best practices across sites.• Through effective coaching sessions and active monitoring of the process, I improved the implementation of disciplinary & grievance cases, which saw reductions in the time taken to close cases.• Through the launch of a new recruitment process, I delivered group and one to one training sessions to ensure improved compliance with GDPR, and right to work eligibility and an improved applicant management procedure in all restaurant sites.• I proactively managed team issues and affected culture change through the preparation of People Plans, reducing the number of grievances and disciplinaries and driving up training and internal development.• By delivering training sessions on employee turnover, performance management & absence management, and monthly performance reports with action list, I provided support and guidance to managers achieving both improved in these key areas.• Through the provision of a 4-week induction training programme, I established a strong network of restaurant managers, delivering improved turnover, training compliance, and reducing team performance issues in change sites. • I improved engagement levels and improved customer feedback scores and team retention levels through weekly communications briefs on training and knowledge and performance results, for a diverse audience to engage with.

Developed the team culture and management performance across the area through recruitment, training and mentoring as well as sharing best practices across sites.• Through the provision of first line support, I held grievances and disciplinary hearings on team members and managers, making fair and balanced decisions, providing coaching to improve managers skills on the process.• I successfully managed teams through recruitment and selection, probation, performance, and absence management to deliver improved engagement and retention levels.• I improved standards across the region through the delivery of a six-week training period for all new management level employees, ensuring all new recruits left with the knowledge, skills, support, and network to deliver successful results within their probationary period.• Through a mentoring relationship, I supported restaurant managers within my area to achieve improvements in their people management skills.• Through successful management of conflict within staff and customer, I gained a solid reputation in negotiating and influencing to gain satisfaction on all sides.• By creating a large-scale recruitment and training programme and employing 40 new team including managers, I successfully opened a new flagship restaurant delivering budget beating sales with successful customer satisfaction scores and retaining 95% of employees in the first 4 months.• Act as deputy to Regional Operations Manager to make decisions in their absence, and provide advice and guidance on issues, ensuring that our area continued to perform successfully.

Management of 5 sites turning around performance results in challenge sites, managing budget, maximising profit, customer delight and employee happiness as well as ensure standards of hygiene and public image of the restaurant.• Through the successful management of 5 restaurants, I acted as a trouble shooter and affected culture changes in these sites; implementing new ways of working and driving engagement levels, I delivered all site KPI’s and sales growth across these sites.• Through the creation of local marketing activity plans and network, tailoring activity to sites and their teams, I drove sales growth in 6 sites.• By successfully recruiting and training key teams, I delivered exceptional ratings on guest satisfaction surveys and food hygiene scores.

Management of a busy Beefeater bar and restaurant and Premier Inn hotel chain. I drove high standards of customer service and exceeding sales performance, recruiting, developing and engaging a motivated workforce.