I am responsible for leading the design, development and implementation of workforce transformation projects.I am accountable for delivering workforce outcomes through; workforce planning, job evaluation/pay, eRostering, the creation and implementation of organisational pay controls and workforce savings programs. Other significant areas of responsibility are the management and development of the workforce systems and analytics function. Leading on workforce systems alignment and master systems management, establishment control including all elements of organisational FTE tracking and control.

UCLH is one of the large Central London teaching hospitals. It is a complex, diverse business with many unusual aspects to what it does and how it does it.I was accountable for a programme of technology enabled change, using cloud-based Oracle HR & other systems to optimise parts of the Workforce Management inside UCLH.I led teams focused on Business Process, Data Quality, Systems & Interface improvements & re-designing reporting and management control.In addition; I provided consultancy / SME advice to the Finance & Workforce Directors to assist in a payroll outsourcing activity & procurement of an e-expense system.

Developments in IT in general & specifically HR systems created the opportunity for a more streamlined Workforce Management model. I have been part of a team that has re-designed the Workforce Management operating model from the ground up.This transformation has significantly reduced operating costs & significantly improved workforce management quality:· Improved accuracy· More timely processes· Easier systems· More streamlined processes for managers & HR workforce staff members.I have been responsible for definition, acquisition, build, testing, release and deployment into live operation of a new suite of HR technologies that use cloud technologies but also integrate to legacy systems with all the attendant complications. Waterfall & Agile project methodologies (Prince & Scrum) were used at different phases of the programme to create a complete Workforce Management platform using Salesforce & other cloud based technologies.I have worked with a community of subject matter experts and external stakeholders to develop an optimised model for managing all aspects of the workforce with a core team which is significantly smaller whist significantly improving the experience for managers and staff.Responsible for the Information Assurance, data security and integrity of the new platform. Whilst managing system incidents and enhancements.In conjunction with colleagues; I have created and delivered a management of change approach for 2000 managers, 13,500 substantive staff and 5500 Bank workers. Including the creation of communications plans & materials and the delivery of awareness briefings and pilot training and train the trainer events.I have been responsible for Supplier and Stakeholder management during the programme life cycle. There has been extensive contract management, negotiation and dispute resolution; I have been fully accountable for this area.

Member of the HR Senior Leadership Team with accountability for pay management & benchmarking, job evaluation, workforce information and HR system management for a 10,000 staff workforce.I provided advice & policy guidance on pay, terms & conditions across all staff groups and Very Senior Managers / Board members.I chaired the Trusts’ Pay & Conditions forum and was accountable for the negotiation of Trust pay & conditions including negotiation with Trade Unions and other representative bodies.I undertook a series of transformational projects including:· Delivery of Agenda for Change into the Trust; A Programme to harmonise pay, terms and conditions from 52 schemes to one. Interpretation of national terms & conditions, relevant legislation, job evaluation of over 10,000 roles.· Overseen the introduction of Oracle HR & Payroll system for the Trust including payroll migration. System has 1,000 users and 10,000 active staff records. This included finance, learning management and reporting modules.· Development, implementation and further review of Trust pay policy; focus on market benchmarking with key objective of retention of staff.· Review and improvement of pay management policies and processes to ensure that pay is managed with fairness & consistency.· Led the analysis, development and implementation of improved workforce management information; delivering accurate, focused and useful information for Board members, business managers and HR staff to enhance the effective management of the workforce.· Introduced a Workforce establishment control model and rolled out a position management across the Trust. Lead a multi disciplinary team across finance, business areas, HR and project teams during implementation.· Remapped and reconciled workforce FTE and budgets across the organisation including the realignment of 3,000 unfunded posts from in order to create financial stability.

A member of the HR Senior Leadership Team.Undertook a management review of Pay & Benefits.Undertook a formal Equal Pay review across the service and responsible to the Equality strategy.Accountable for the management of all equal pay & employee relations cases for the organisation, followed all the way through to final written, appeal & tribunal in certain cases.Carried out complex investigations, attended home visits, arranged compromises agreements, special contracts and made recommendations to the Board with consideration given to case strength and financial/reputational impact.

Responsible for a recruitment team that conducted recruitment across the Legal Service (15 regional offices UK wide).Undertook complete recruitment to introduce two new business capabilities (Community Legal Services & Public Defenders), which were then integrated into 19 existing regional Offices.Established and developed the services approach to assessment centres and psychometric testing alongside attending development centres as an assessor & coach.Supported regional managers in the realisation of the HR components of their respective business plans. This covered; workforce development, training needs, succession planning, annual recruitment events and broader organisational design advice.Managed graduate recruitment and complex employee return to work process.Designed, piloted and then rolled out a competency framework for assessment centres and all other aspects of the recruitment lifecycle.Managed procurement, TNA, rollout and adoption of a diversity training programme across the organisation.

Overall responsibility for the management, development, performance and appraisal of a team of Relief Managers.Designed, organised and oversaw large scale recruitment events; assessment centres, bulk interviews, open-days, graduate recruitment and specialist roles.Managed senior recruitment campaigns across the regional area.Managed transition from a traditional recruitment approach to a competency based recruitment methodology.Developed succession planning for the Regional Assistant Manager population.

Provided HR support, advice and guidance to 6,000 staff, in areas such as Pay, terms and condition, workforce relations, training and development, recruitment and retention. Responsible for HR administration; running the payroll system and recruitment process for the south east of England. This was the largest of the 5 UK offices. Developed an optimised payroll admin system which reduces payment errors by 7%Introduced a service quality strategy for the division & conducted service quality audits across 250 managed outlets (public houses to restaurants and Premier Inns)