I was an integral part of an award winning internal communications and engagement team in AIB. My role included managing the relationship between AIB and our engagement partner, Gallup, overseeing our annual engagement survey, creating powerful communications to meet the needs of different stakeholder groups and coaching people leaders to apply the principles of engagement to how they lead their teams every day. I also took on the role of Internal Communications and Engagement Business Partner for the Finance function of the bank.Highlights from my time on the team included:- Delivered the biggest two-year engagement increase in Europe that Gallup have ever seen. In doing so, we increased the number of engaged staff from 9% to 44% and reduced the number of actively disengaged staff from 36% to 11%. - Create compelling communications to gain buy-in from all levels of staff to our engagement approach and response rates for our engagement surveys reached over 85% - I coached a number of people leaders and helped them improve the engagement levels in their teams and bring their engagement scores out of the bottom quarterly. In total we coached 700 leaders and as a result of this tailored approach, engagement levels of people working for these leaders increased significantly more than the teams whose leaders didn’t receive coaching- I co-created a series of engagement best practice sharing initiatives, including virtual masterclasses where leaders heard hints and tips from a Gallup expert and some of their AIB colleagues who were doing great things with their teams on engagement. I also organised engagement drop-in sessions for leaders to come and speak 1-1 with experts on any engagement queries they had- In my role as Internal Comms and Engagement Business Partner for the Finance function, I created a tailored comms and engagement plan to support the large scale transformation agenda that Finance was undertaking at the time

My main role in the team was to help re-design the performance management system and create one common process for the organisation. At the time, the bank was very fragmented and each business unit had a different approach to performance management – some were online, some were paper-based, some didn’t do it at all. I played a key role throughout the revised Performance Management system roll-out, most notably in the:- Co-design of a new company-wide performance management system- Design and project management of an e-learning module to support the roll-out of the new system - Co-development of a new performance improvement process which helped leaders start tackling underperformance in a fair and consistent wayMy proudest achievement on the team was delivering a company-wide survey focusing on performance management and strategy. This helped the organisation to better understand the issues relating to performance management and how aligned staff felt to the overall strategy. It proved to be a pivotal moment at AIB as the results of the survey provided a real burning platform for change in the organisation and drove a real focus on organisational alignment.

My first role in AIB was in Learning and Development, where I spent five years working on a variety of projects and gaining valuable experience in people development, project management, data analysis and report writing.Some of the projects I worked on included:• Running development centres for high potential leaders to identify the strengths and development gaps in the succession pool so that we could create a tailored development plan for them. As a result of attending the development centres, many leaders were promoted within the next twelve months. • Helping the succession pool develop themselves further, we designed a suite of bespoke AIB 360 questionnaires for all grades, based on the competency framework that was in place at the time. • Carrying out research using data collected from various people development interventions and the outputs were used to inform what the L&D function should focus on in the future • Helping to embed the competency framework that AIB were introducing at the time by delivering classroom training to staff on some of the AIB competencies. I also ran a number of workshops with teams to help them understand their MBTI team profile• Partnering with the business to help create learning solutions on a range of topics. This included working with stakeholders to translate what they wanted staff to think, feel and do differently into a blended learning solution (eLearning, classroom training etc)