Mike Linsell Email and Phone Number

Now I have closed my HR consultancy business I am finding more and more activities are filling my time - seeing my two grandsons grow up rapidly, playing drums in my band Spitting Feathers, being Chairman of Cuddington & Sandiway Tennis Club, lighting local theatrical productions, being musical director of last year's village pantomime, becoming involved with a U3A singing group, walking group, etc. No danger of becoming bored anytime soon!

Working as an interim manager on a range of HR transition projects, in support of the business's international FMCG operations in UK, Europe, Middle East, Africa, Asia and Australia. Providing the HR lead input to a major business relocation project within the Manchester area and faciliating the involvement of employee representatives and employees in this project which completes in April 2010. Also, acting as HR Business Partner to the Operational Board Directors and guiding them successfully through a significant organisational change and re-structuring project, during which nearly 20% of the Head Ofiice managerial and professional employees were facing redundancy.

Interim management role developing post-integration policies, processes, bargaining structures and working arrangements in a highly unionised (Unite-TGWU, Usdaw & GMB) fast -changing customer-led distribution business employing 7,000 people across 60 UK locations. Working alongside operational management, HR colleagues and senior union representatives, actively involved in the design and consultations surrounding the introduction of new harmonised terms and conditions of employment.

Interim Management role initially to deliver HR policy and employee relations support for two relocations - from Liverpool City Centre and Manchester City Centre offices to a new facility in Speke. Subsequently, to provide employee relation input to the new Speke management team and, working with Usdaw representatives, to help 'bed down' the integration of two former competing businesses, to facilitate departmental restructuring and to introduce new working practices.

Headed up site HR function for a large biscuit manufacturing operation employing up to 1,500 people at a highly unionised (Unite-TGWU) factory at Moreton on the Wirral. Generalist HR role as part of the leadership team featuring high level of inter-action and collaboration with factory management and senior unior representatives to modernise manufacturing practices and achieve a more streamlined cost-effective manufacturing activity.

Based in Milton Keynes and heading up the HR function for BSI Quality Assurance with 1,300 employees in a commercial business-to-business services activity. Developed competency- based resourcing and pay systems, provided HR support for new regional activities in UK and USA, delivered HR contribution to major business restructuring programme and project-managed the HR aspects of the business's relocation to Chiswick

1987-88 HR Project Manager Unilever Port Sunlight, setting up a new technical training centre for liquid detergents and designing graduate training programmes1985-87 Expatriate HR Policy & Planning Manager role with Unilever based in Lagos, Nigeria transferring HR best practice to Nigerian HR colleagues1987 Learning & Development role with Unilever based in London but visiting Accra in Ghana to support training delivery to Ghanaian managers1982-86 HR Manager, Beam Office Equipment, Unilever Manchester, supporting a multi-site UK branch network selling & distributing IT and office equipment1977-82 Employee Development Manager, Joseph Crosfield Chemicals, Unilever Warrington, a unionised (GMB) process manufacturing activity producing a range of inorganic chemicals1974-77 Factory HR Manager, Mattesons-Walls, highly unionised (TGWU) meat manufacturing operation and part of Unilever based in Hayes, Middlesex

Regional Employee Relations role in a multi-site unionised high-tech component electronics manufacturing and assembly operation, working with 11 trade unions representing 5,000 employees. involvement ranged from union recognition issues and business restructuring to annual pay negotiations