Reporting to Director Talent Management, responsible for Employer Brand and Talent Attraction Strategy for all regions (excluding Japan) Collaborating with key stakeholders across the regions in Talent Acquisition and Marketing to cultivate Fujitsu's reputation as an Employer of Choice.

Working in Global HR, managing and supporting the delivery of global HR projects, such as Role Framework and Global Recruitment standards.Engaging with regional stakeholders and project leads, delivering to agreed quality standards and timescales.-Worked with HR staff in all regions to gain consensus and common understanding in order to create a Global Role Framework and over 400 individual role profiles, used by all countries and employees.-Worked closely with PMO in Japan, including frequent trips to Tokyo, to ensure alignment with global corporate ambition and goals.-Created a central repository of collateral accessible in all regions.-Designed and implemented governance and change processes to support the role framework.-Supported regional HR colleagues with employee consultation issues such as local unions, contractual job descriptions, language requirements etc.-Contributed to the creation of a ‘Rosetta stone’ allowing comparison with external benchmarking surveys.-Currently International subject matter expert and ‘owner’ of Role Framework activity and projects.-Tasked by the VP Global Reward and International Head of HR to lead an initial 8 week global sprint to review and improve recruitment standards in all countries, culminating in a set of recommendations presented at Global HR conference.-Subsequently program managed the 4 project streams that arose from that initial Sprint, covering Social Media, Platforms, EVP and Career sites.-Managed the implementation of a Global Enterprise Agreement with LinkedIn, replacing more than 20 individual LinkedIn accounts based in countries and regions.-Currently managing the implementation of a Global Talent Insights project with LinkedIn to leverage market intelligence to enhance recruitment capability and competitor awareness.

Managed a team of Professional Community Specialists across EMEIA to devise and deliver a programme of development activity to audit and enhance technical and services capability.As the organisation moved from a country specific to a regional operating model, I was responsible for engaging with senior business leaders to understand Fujitsu's technology and services competence, looking for areas of duplication and determining best practices including:-- Creating compelling skills investment cases based on capability audits.- Management of numerous L&D projects, risks and issues.- Prioritising projects resources.- Facilitating and measuring internal career movement.

Accountable for the learning strategy and direction of a diverse community of technical staff (c4300) I also provided support to other professional communities as needed.I owned and delivered the professional development and talent strategy for the community and provided consultancy to the leadership team to support performance improvement initiatives. - Created 40 distinct role profiles with competency alignments and level differentiation.- Provided organisational development needs analysis to understand and map existing skills, competencies & behaviours onto those necessary to support strategy and business outcomes.- Utilised social media, networking events and a wide variety of communication methods to ensure staff engagement was maximised- Designed, commissioned, managed and evaluated strategic development programmes to close capability & performance gaps to ensure right skills, right people, right time in a fast paced environment.Activities included:-Skills audits, development centres, psychometric testing, assessments, strategic development, CPD, accreditations, establishing a coaching and mentoring program.

Managed team Internal trainersCreated and implemented coaching strategyCreated, supported and facilitated events as required – team building, programme launches, graduate leadership events etcEnhanced the reputation of the L&D practice by balancing challenge and support with business needs and acumen Managed internal resources to meet requirements based on specialist knowledge, and geographical location - Ensured that delivery team attained TAP certification in delivery.Worked with external suppliers to ensure that events run by non-Fujitsu staff adhered to our standards and met business requirementsRepresented Fujitsu at external events e.g. Henley Coaching Forum, Strategy Insights Conference.Provided advice and guidance to the HRBusiness Partners and Community Leads in specialist fields as required (Learning & Development, Learning Needs Analysis, Performance Needs Analysis, Solution Delivery and Consultancy, ROI, Facilitation & Mentoring Frameworks)

Consulted, Designed and Delivered training interventions in a wide variety of business situations.Ran and managed Knowledge Society Events (networking and learning days) at various Fujitsu locationsWorked with technical training suppliers to leverage free and credit based training, such as EMC, Citrix etcWorked with Procurement, TPG and various internal stakeholders to ensure that credits were used where they were needed most.Ran and facilitated development/assessment centres in various communitiesCreated and facilitated learning sessions on a wide range of topics.

Responsible for learning activities in Service Lines and communities of practice.Secured and managed development budgets.Defined and agreed the strategic development plan and implementation, working with HR and Community Leads.Undertook top down and bottom up Training Needs Analysis.Responsible for competency and role profile work, external benchmarking and working with HR and Community Manager to create new role profiles to match business requirements.

North West Training Manager for complex NHS patient care record system implementation project (NPfIT) working with hospital trusts and 3rd party software providers.Created a training strategy and plan collaboratively, whilst ensuring compliance with Best Practice and agreed Training Policies, defined at account and cluster level.Involvement in Quality reviews within the Fujitsu Training Team to ensure continual improvement and alignment to business objectives. E.g. Alignment of Operating Procedures and Training Materials, Reviews of Materials from 3rd Party, Internal Catalogue improvements etc.Consulted with, supported and coached the NHS Training Lead, Programme Manager and external training teamCompleted all training activities and management of costs as per the agreed local deployment project plan reporting to the Fujitsu Deployment Project Manager.

Managed large team of project managers.Responsible for delivery of own and other's projects to time and quality standards.Investors in People Champion ensuring successful Investors in People accreditation.Managed own projects and with overall responsibility for a portfolio of clients, worked on by other project managers within the teamStreamlined internal processes and ensured that Prince II methodology was followed, where applicable.Established a small projects/quick wins team to improve workflow

Designed, developed and implemented the training strategy and supporting programme for large scale IT rollout on time and under budget.Managed the seamless IT integration of a new factory and warehouse business, including the IT induction and transition of new employees, decommissioning of existing systems and replacement with Britvic corporate baseline and core systems. Successfully managed the implementation of a home working solution for over 450 employees within a 6 month period from concept to completion. Managed the IT Service Delivery team in the transfer of 2000 corporate expense card holders from one credit card provider to another, with no interruption to online claims processing

Drove the change from classroom based training to a tailored training approach offering different delivery methods, duration and content. Managed 3rd party suppliers, from end to end – benchmarking, tendering, contract award and day to day supplier management to ensure SLAs were met and the departmental goal of targeted, cost effective, innovative training were achieved.