• To lead a team of People Business Partners managing all strategic change management impacting people and the employee/ industrial relations landscape for the company.• To oversee and coordinate all total people team input to the design, planning and implementation of all workforce change programs through the people team change management board and through representation on all business lead change project teams and governance boards.• To work closely with other key business stakeholders in Finance, Resource/ business planning and Operations planning to deliver robust and integrated change projects which are sustainable and demonstrate delivery of competing business goals and industrial relations priorities.• To ensure that the implementation of change programs does not impinge on operational and tactical delivery of the train plan.• To provide strategic direction to the business on the overall industrial relations strategy for the business.• To oversee the people team input to the five key Company Councils (Drivers, On Train, Stations, Travel Centre's and Engineering) covering the key transport unions (ASLEF & RMT).• To provide oversight and coordination of all key workforces planning and OD initiatives affecting front line roles as well as all HQ functions.• To personally Business Partner the full Exec Directors team.• To be accountable for and deliver the full range of tactical, operational and strategic objectives/ committed obligations pertinent to the delivery of frontline support advisory support to the business, i.e sickness absence related, manpower utilisation, improvement in managerial capability and skills, agility and resilience of business critical skills and performance as well as the industrial relations performance indicators such as number of AOD's ('avoidance of dispute' status), impact of pay talks and negotiations and the successful negotiation of change through the IR machinery.

To coordinate and oversee the HR support proposition across the North Region.To work with Talent, OD, Employee Health and Well being Partners to deliver an integrated offer to managers in the region.To develop and deliver a people strategy based on regional needs and driven by regional business priorities.To manage employee relations issues locally and help facilitate national employee relations through lead role in Company Council.

• To Work accross Operations on developing an workforce agility framework to allow business units to respond to short term and unpredicted shifts in business activity by moving people across the structure within existing T’s and C’s.• To develop a workforce utilisation analysis model to benchmark workforce efficiency across business units and help drive an understanding of structural and non structural efficiency levels.• To develop a workforce planning infrastructure within operations through the development of local groups in each business unit made up of business leaders, fiancé, resource/ business planning and HR.• To build capability around understanding workforce resilience needs and train HR colleagues to use succession planning/ talent and coaching and mentoring in an integrated way that demonstrates mitigation of risk to business continuity.

CHANGE MANAGEMENT• Responsibility for BP support to the Assistant Directors across the National Services part of Operations (3000 FTE) in order to provide change management related support to the business during major restructuring and downsizing of the business.• Supported Directors to remodel workforce based on business strategy from Government and align workforce with funded activity.• Supported managers through managing ringfences, assessments and redundancies across operational teams whilst maintaining business critical activity including readiness for emergency response to flood and coastal threats.• Worked closely with National Council (unions) to navigate the legal complexities of restructuring a complex matrix organisation.• Negotiated change in shift pattern at the National Contact Centre with unions as part of the change process and avoided complex and protracted contractual negotiations around T’s and C’s that had hindred the change previously.DRIVING BUSINESS UNITOUTCOMES THROUGH WORKFORCE STRATEGY• Developed the local HR Strategy for National Services within Operations, to address the future direction of travel with regards to business strategy.• Designed and applied an integrated metrics framework to demonstrate the use of HR metrics to drive business outcomes, including the use of metrics to measure workforce agility propensity, workforce skills resilience and workforce efficiency. • Designed and facilitated corporate strategy day for Assistant Directors across national Services to enable them to work on a framework for commissioning HR services from Centres of Expertise in L&D, Talent and Strategic Resourcing.• Provide regular support, advice and guidance on workforce planning issues with Deputy Directors and their teams.• Working with business planning, finance and resource planning colleagues to ensure a framework for integrated business partnering to the Operations leadership teams.

To deliver critical HR projects to address utilisation inefficiencies resulting in impacts on the delivery of the train plan for the Leeds depot. Building people management capacity amongst line managers in safety critical environment through training and coaching.

To deliver a HRBP service focusing on projects covering all medical, surgical and women and children’s units as well as corporate function.

To deliver a project on talent management and management competence development projects.

Management of all HR functions. Design and implementation of a restructuring programme to respond to key budgetary and structural challenges faced by the College

Managing an investment portfolio to finance innovative HR projects providing beneficial impacts on the labour market or as part of inward investment packages of support.

Designed and delivery of HR solutions to address business problems. Ensuring that the HR proposition for the Organisation was aligned to regional economic strategy and value adding initiatives and programmes, with responsibility for development and implementation ensuring they are consistent with legislation.

Delivered a portfolio of training courses with themes ranging from people management to community relations and diversity. Role included development of new courses, from TNA through to longitudinal evaluation.