Peter Carroll Email & Phone Number

Sheffield, United Kingdom

As custodians of over 40 million records across every major area of healthcare, EMIS Group remain uniquely placed to help provide faster, better and cheaper healthcare through connected software and services. I lead a team of 3 HR Managers across four different business units to deliver a comprehensive, commercially sound, joined-up and customer focused people service to the business. I work as an integral part of the HR Leadership Team and Senior Leadership Team across the Group. Achievements• Designed and delivered a major business transformation project to re-structure in order to deliver more efficient ways of working and cost savings• Improved employee engagement as evidenced through engagement surveys• Consulted to implement a new Group wide pay and benefits framework based on Hay job evaluation methodologies• Collectively consulted for redundancy • Supported the introduction of a management development programme• Introduced a new HRIS platform using Cascade• Supported a number of senior managers and their teams with business focused people strategies driving improved commercial performance• Supported managers with a number of commercially and personally sensitive exitsGroup companies include: EMIS Group www.emisgroupplc.comEMIS Health www.emishealth.com EMIS Care www.emiscare.comPatient www.patient.info Egton www.egton.net

Huddersfield, United Kingdom

FMG, one of Huddersfield’s largest private employers with over 400 people managing a 24/7 operation, is the UK-wide outsource partner of choice for major fleet insurers, blue chip companies and large leasing providers.I had leadership and accountability for designing and delivering an approach to people which attracted, nurtured and retained the best people and enhanced the employee experience. I had responsibility for all aspects of HRM including employee engagement, reward, learning and development, policy development, recruitment, shared services and internal communications. I managed a team of five people who supported the delivery of this service.Achievements• Designed an approach to people with the senior leadership team which underpinned the business strategy. • Designed and implemented a new performance management framework where demonstrating organisational values through defined behaviours was as important as delivering tangible objectives. This resulted in driving cultural change, improving business performance and also more effective management of people. • Designed and implemented an approach to homeworking for front line call centre agents, which resulted in improvements in overall performance, productivity and engagement levels for this group. • Effectively managed a number of contract transfers to and from FMG which have involved TUPE. • Regularly supported new business with bid tenders, new contract wins and implementations including designing and delivering high volume recruitment and selection initiatives and induction programmes.• Effectively planned, managed and implemented an approach to reducing employee resource by 20% over a six-month period through effective resource management, resulting in over £1,000,000 of cost savings, no impact on business performance and minimal compulsory redundancies.

My role was to deliver a pro-active and comprehensive HR service to the business. I worked as part of the operational leadership team to pro-actively develop and deliver our approach to people which supported and underpinned the delivery of the overall business strategy.Achievements• Designed and delivered an approach to people which aligned to the business strategy and was value adding and commercially sensible which resulted in the business being selected as one of the Sunday Times Top 100 best companies to work for in consecutive years.• Supported the design and implementation of a new reward framework which provided a clear and transparent way to manage salaries, benefits, and career and salary progression across the business.• Designed and implemented a performance management process which was directly linked to pay.• Effectively designed and implemented an approach to managing job losses through a formal redundancy process which received positive feedback from the business and also those people who were affected by this in terms of its thoroughness and sensitivity.• Played a key role as a trainer and facilitator on a leadership development programme, which delivered behavioural change across the management and leadership population.

Leeds, United Kingdom

My role was to deliver a pro-active and comprehensive HR service to 650 employees within the Business Customer Services department. I worked with the senior management team to pro-actively develop and deliver plans and policy which supported the delivery of the people strategy within the business.Achievements• Led the development and delivery of a people action plan. The plan was designed to improve all aspects of people management within the department this included recruitment, induction training, attendance, conduct, management capability and succession planning. This has had a positive impact on employee satisfaction within the department.• Helped reduce absence levels by 3% within the department within twelve months by implementing clear management processes and initiatives to reduce absence. When I left absence levels were at the lowest levels since the department was set up four years ago.• Designed and delivered a one-day sickness absence management skills workshop including a formal assessment and accreditation process for all managers. This module is part of the overall management development programme within Customer Services. • Alongside the senior management team designed and implemented a formal restructure of the department. The purpose of the restructure was to align advisers and managers hours of work to operational requirements and to segment teams by the value of each business customer.• I significantly improved the management capability within the department. This has been achieved by providing ongoing coaching, development and support including the design and delivery of skills workshops for managers on the effective management of conduct, performance and non-medical leave.• Designed and implemented a succession planning process. As a result, four managers were successfully promoted to senior roles within the past nine months.

Bradford, United Kingdom

Loop was created in April 2000 from within the Kelda Group, to provide managed customer services to sister company Yorkshire Water. As a relatively unknown name, Loop now delivers a world class service to Yorkshire Water. During my time with Loop we also provided services to clients such as The National Blood Service, EDF, B&Q and The Wales Tourist Board.My role was to deliver a pro-active and comprehensive HR service which was value adding and commercially sensible to 800 employees across multi sites. I had accountability for delivering all operational, recruitment and payroll and administration requirements for the business. I managed a team of three people who supported the delivery of this service. Reporting to the Head of Human Resources, I was also accountable to the Head of Customer Services and played an active role in the senior management team. • Designed and delivered an agreed approach to people which resulted in the business being selected as one of the Sunday Times Top 100 best companies and Financial Times Top 50 best companies for three consecutive years• Successfully implemented and managed the redundancy process for over 100 affected employees, including consultation with trade unions, management briefings and individual consultation• Developed and successfully implemented an on-line 360-degree feedback process for all managers• Supported the design, development and successful implementation of a new reward structure and competency framework across the business• Supported the design, development and successful implementation of a two-year management development programme for all line managers• Designed and successfully implemented a number of flexible working policies including term time working, career breaks and grandparents leave• Helped reduce employee turnover from over 30% to 18% through the development of improved recruitment processes, improved flexible working practices and developing people management skills of managers

Bradford, United Kingdom

During my time at Yorkshire Water I had a number of roles within Human Resources. Latterly I was a Human Resources Advisor supporting Customer Services and prior to that I was Team Leader of the HR support, admin and payroll team.