Pride Pharmacy is an outpatient service in Derby.

Derby Health Staffing provides care professionals to healthcare companies

Responsible for HR, Health and Safety and IT across D-Hive and it’s subsidiaries.

Reporting to Head of HR UKI, Partner to Supply Chain UKI including Production and DistributionResponsible for c.420FTE Production, Engineering and Distribution across multiple sites with multiple Trade Union Collective Agreements.• Leading and shaping the Employee Relations strategy and lead union negotiator• Aligned and harmonised collective agreements• Key contributor to Inclusion and Diversity strategic direction and launch• Facilitated the design and creation of new Supply Chain structure• Completed organisational and geographical right-sizing exercise• Alignment of Terms and Conditions and pay elements of non-collective groups• Implementation of new payroll processing system for distribution workforce

Business Partner to the UK and Ireland Supply Chain function. Supporting a number of UK and Ireland production sites as well as the centralised functions within Supply Chain. Leading a small generalist team in the structure and delivery of the Supply Chain people plan, ensuring the global strategic needs of the business is integrated in all initiatives.UK and Ireland lead for Talent Development; rolling out and embedding talent agendaShaping and delivering the people strategy across the Supply Chain function.Owner of the Trade Union relationships in the UK and Ireland for Ecolab. Responsible for successful pay negotiations and delivering change through the collective bargaining framework.Responsible for leading the implementation of key global initiatives into all divisions of the UK and Ireland business; such as the implementation of the new HR Software System (Workday/OneHR), new Performance Management process and Career Management tool.Within the function; responsible for shaping and implementing European-wide Organisation Structures in the UK and Ireland including supporting cultural change activities;Responsible for creating the framework for and embedding the Ecolab Graduate and Apprenticeship programmes, where the framework will be rolled out into Europe;Creating and devising Leadership Development Programme for high potential and future leaders in Supply Chain UK and Ireland; andTraining and Education Pillar lead for TPM in the UK and Ireland – implemented skills gap and training plans for filling lines and currently sponsoring the development plan to transition between front line and technical operator roles.Within the HR team: accountable for the delivery of HR programme management; programme lead for revision of HR policies, letter templates and creating online support presence and; working on process improvements for the whole HR function

HR lead in the Off Shoring project impacting 120 FTE including the outplacement, voluntary redundancy and consultation process.Successfully closed a site of 750FTE with strong focus on outplacement support and engagement for increased performance during transition of work.Key team member in off shoring project that reduced the UK workforce by 2,000FTE.Devised effective management training in consultation and managing the change process.Driving engagement through developing line manager skills. High level planning and engaging other business functions to ensure a wholistic and tailored approach driving absence down and performance up.Leading multiple restructure activities across various sites and business functions.Working with Senior Management to increase engagement and create a high performing workforce.

• Responsible for working with the Senior Management Teams of different business functions in order to deliver the people agenda across a large geographic region• People Agenda activities consisting of creating and rolling out Team Charters for cultural change activities• Responsible for co-ordinating restructures across the country• Creating cultural change from negative culture to high performing business unit• Creating and embedding HR learning through experiential workshops• Responsible for the cost effective reduction of headcount across two business functions• Managing escalations of Employee Relations cases when the centralised team are not able to

Part of the senior management team for the npower business function (approximately 500 people). Work in partnership with senior managers to deliver the people agenda. Coaching and supporting managers in all capability, disciplinary and grievance issues. Successfully conducted individual and group mediation sessions, ensuring all action plans are in place. Conducted consultation meetings for relocations, complex redundancies and TUPE transfers; resulting in a successful transition with no grievances or tribunals. Working with the HR community across different business functions to create new HR workshops and managing the project to revise the HR reporting suite and the creation of a dashboard report reflective of numerous business areas. Responsible for the line management and development a HR Officer working within the domestic business. Working with the business to develop a succession planning structure and implementation of the Operational Effectiveness project. Support other business areas by completing job evaluations, co-delivery and development of HR workshops, producing HR reporting and supporting business focussed projects.

Working with the HR Advisor to provide first line and development support to a site of 750 people and also support, when required, surrounding sites in; Employee Relations by supporting and coaching managers through complex capability and disciplinary matters, developing a tool to monitor and track the HR skills of line managers and co-delivery of HR workshops. Utilised SHL psychometric testing, including OPQ and 360 degree feedback Created local HR forum programme linked to management development increasing the capabilities of managers. Developed materials for recruitment at various levels linking into npower’s competency frameworks. Involved in ad-hoc projects in role consisting of the HR Skills gap analysis questionnaire and modelling; performance appraisal project; worked as part of a project team to create a universal induction process that would span more than 10,000 people in different work areas such as customer services and power stations.

Business Generalist, Graduate Scheme - npower September 2005 - April 2007Undertaking various project based roles. Residential Customer Operations Development and Change (CODAC) - Project based role to gain a full scope of billing and operations within npower residential. Change Process - Undertook a full review of the residential change process. Pricing Initiatives - Involved in the January and April 2006 price rise project management.npower business Operational Development - project-based including: modelling the npower business change process. Project lead in the transactional charging project to produce a policy and processes for cross charging business customers saving £1.2 million per annum requiring interdepartmental influencing and changes to be managed effectively. Cross functional project lead for a data warehouse model, liaising with various npower business departments as well as finance and IT. SME Sales Planning and Performance - Responsible for developing and maintaining Excel reporting tools to set energy prices based on the trading forward curve ensuring sales targets are in line with Gross Margin Targets. Translating current performance against business plan and re-forecasting. Ad-hoc project work into Excel modelling including a price plan comparison model and a Net Present Value setting model.

Customer Care Advisor - Vodafone - June 2003 September 2005 My duties were to handle customer queries in a busy call centre environment. Completed team manager development training and proved development and coaching abilities through positive results in performance indicators and quality successfully championing a reduction in call-handling times during major change.

Bar duties and responsible for the training and development of new and existing staff

My primary roles were recruitment, selection and administration of the Councils temping agency, administration of the corporate training programme and equal opportunity monitoring. This included communicating with various areas of the business to gain requirements for recruitment and training, a review of the recruitment process, writing job descriptions, questions and tests for various roles and producing the accompanying documentation. Other ad hoc jobs included reviewing and rewriting policies as required, shadowing job evaluation and providing advice to all areas of the business