Natasha Farrell Email & Phone Number

United Kingdom

Remote

Key ProjectsVirgin Media O2 pre-merge alignment• Worked with Virgin Media employees and legal teams to understand commonalities anddifferences in Leadership, Talent and Diversity and Inclusion spaces to build an as-is review pre-merger• Looked at leadership, talent and DE&I strategies, execution and current business delivery tounderstand quick wins, areas for alignment and where we would need to start from scratch post-merge.• Created and executed alignment and communication plans for company day 1 and first 100days of new company within Leadership, Talent and DE&I spaces.Standing up Leadership Teams (pre and post merge)• Designed and executed short online senior leadership sessions focussed on Change Leadership to all executive teams in O2 in preparation for Virgin Media O2 merger• Worked as part of the team who coached new senior leadership teams, post-merger to understand vision and purpose in their respective business areas.• Coached leaders and leadership teams on Hogan HPI, HDS and MVPI individual and team resultsForming HR Product Owner Team• Introduced and embedded Agile ways of working to a newly formed team and wider function• Worked with heads of multiple HR disciplines to ensure bring process and meeting cadence today to day working to create better information sharing and collaboration.• Shaped the HR Product Owner role. Contributed to building a team of people who owned HRbusiness problems and worked with development teams to solve.

Slough, United Kingdom

Key ProjectsHigh Performing Teams toolkitsPioneered a series of self-led toolkits that enable teams to develop high performing team mindset and behavioursEvolved Lencioni’s 5 dysfunctions of a team to design 6 toolkits that align to current leadership strategy and team development thinking.Introduced a new learning deployment method inspired by current thinking in the Learning and Development industry. The toolkits are meant to be led and facilitated all within the team engaging in the development.Worked with Head of Leadership to build understanding of the toolkits within HR to assist with wider business understanding and engagement.Talent StrategyLed focus groups with Head of Talent to understand current business challenges around talent management, talent development and talent mobility Worked alongside Head of Talent to shape talent strategy particularly around identifying potential and building talent pools.Worked with Head of Talent and Head of HR Learning to build O2’s ADD Value Potential framework and implement a leader assessment and a self-assessment on O2 Campus.Drove engagement around ADD Value Potential Model and assessment with HRBPs and through Learning Showcase sessions.Assisted in the execution of Evolve Programme by building talent identification and talent management guides for leaders and aspiring talent.Leadership StrategyWorked with the Head of Leadership and Global Universitas team to shape leadership strategy for O2’s currently changing organisational context.Built an approach to understand and align the current development journey of O2’s Senior Leadership programme to ensure we are developing Critical Leadership Shifts in our top tier leaders.Relaunched the leadership academy and aligned the structure and available development to Global Leadership frameworks.Heavily consulted on the design and development of 2 new face to face Leadership Events that aligned to Agile leadership behaviours in preparation for AO2.

Hungerford, Hampshire, United Kingdom

Key ProjectsLeadership Development Project• Scoped leadership learning needs of the business utilising a performance consulting approach. I used the results to shape the engagement and development strategy for this group and created avenues of alignment to the Executive Leadership Development road map• Executed 3 Leadership Development programmes for over 200 managers from 16 different countries which were iterated over three years to support the evolving needs of the business. The programme consisted of mandatory elements that were critical behaviours for leaders to support strategy as well as selectable modules that aligned to their development needs.• Introduced evaluation and feedback loops between leaders on the programmes, Executives and HRBPs that allowed tracking of progress and alignment to key talent behaviours. This allowed us to track the expected behavioural and cultural changes being made by each cohort and ensured Line Manager alignment to desired programme outcomes.• Drove engagement using digital tools e.g. Confluence to leverage social learning and peer feedback• Collaborated with a Global Learning and Development team to create a final iteration of both the Junior Leader and Senior Leadership Programmes that were implemented in CDK India, CDK NA and CDK International working with external providers from 9 different countries.Early Careers Graduate Programme• Overhauled CDK’s Early Careers Strategy to better align to business direction. Utilised graduate turnover and exit interview data to create a better graduate experience and maximise learning.• Moved from a non-structured rotational scheme to a structured rotational scheme designed to develop talent for critical roles in 3 key business areas.• Worked with Recruitment, HRBPs, Senior Leaders and Reward team to introduce new processes to support the scheme.Designed, built, delivered and evaluated programmes for Middle Management, First Level Managers and Graduates and High Potentials.

Hemel Hempstead, England

Perform training needs analysis Building and maintaining relationships with key business stakeholders to provide the best solution for the business areaConsult, design, build and launch development programmes for all levels within the businessEvaluate the success of development programmes using Kirkpatrick Four Levels to determine ROE and ROILiaise with external suppliers and source relevant tools to assist with development Find solutions that are cost effective and support colleague development

Managing, coaching and developing a team of trainers to provide training solutions across the Dixons Retail group. Ensuring the skill level within the team is continually developing.Responsible for managing schedules of team members and liaising with key stake holders to ensure training needs are met throughout the business.Assisting with the development of face to face Workshop Content with particular emphasis on Product. Responsible for organising and delivering Train the Trainer programs to up-skill all trainers within the team.Delivering face to face training to the business as required.

Delivering face to face training to meet business requirements. Specialist knowledge of key product areas within Dixons Retail in order to deliver many different workshops ranging from basic Entry Level all the way through to Specialist Level.Delivering face to face training to Management population from Team Leaders through to Higher Tier Management. Delivering workshops for our Delivery and Installation network.Responsible for the development of Computing, Imaging and White Goods Workshops and delivering Train the Trainers when required.Creating and Maintaining relationships with Store Managers and Regional Managers to ensure Training needs are met.

The Black Horse Inn, Upper Wanborough, Swindon.

Working closely with clients to organise personal events including Weddings and Corporate Fun Days.Managing a team of 10 people to ensure the day to day running of the Pub and weekly Events.

Bachelor Of Arts (Ba), Business Administration And Management, General, Incomplete

Education record