Simon Harding Email & Phone Number

London, United Kingdom

During this contract, I worked closely with business heads to plan headcount, desk requirements and cost implications. I also managed the pay rounds including bonus pools and fixed pay pools through collaboration with HR and reward teams.

London

As HR Business Data Analyst, I worked with technical teams and senior managers to create robust and insightful People Analytics outputs, whilst also collaborating with global SMEs to create the people cost modelling tool to inform decisions. I played a key role in the design and development of the People metrics dashboard with ownership for gathering stakeholder requirements, resolving complex data warehouse issues to provide predictive analysis, designing output to display data in an engaging format, and automating processes to ensure accurate and timely report production. In addition, I designed and implemented an enhanced attrition reporting process encompassing a front-end dashboard for senior managers and correlation analysis of annual and event-specific trends, and built collaborative relationships with internal teams and business managers to ensure programme objectives could be achieved in line with business and technical objectives. Most notably, I managed the delivery and introduction of the Peer2Peer feedback process which involved gathering requirements, setting up scheduled and ad-hoc reporting frameworks, designing outputs, UAT and integrating the process into business dashboards.

London

I was appointed on a short term contract to manage and coordinate the transition of the investment banking HR MI provision to the new Reporting and Analytics team whilst additionally delivering a compensation review using a new system. This involved facilitating requirements gathering workshops, performing data cleansing and migration, mapping and redesigning existing processes and overseeing the successful implementation of improved ways of working. I was also instrumental in designing and introducing SQL server reports to automate production and a performance management pack to enhance reporting to the senior management team. Most notably, I developed a new compensation review and performance management system through gathering requirements, conducting data cleansing and mapping, overseeing UAT and designing reporting outputs.

London

As HR MI Analyst, I designed, developed and implemented a business structure analysis pack using data from various systems to provide an accurate, succinct and real-time presentation of productivity and efficiency performance. I used spans and layers, performance analysis, bonus history and cost modelling to facilitate successful development of the business structure analysis pack and additionally designed MI dashboards to support data analytics. In addition, I oversaw the analysis and review of contractor skill sets and costs to provide comprehensive and strategic recommendations to the senior leadership team regarding changes, and worked closely with project managers and key stakeholders to develop MI dashboards whilst also documenting stakeholder reporting requirements for projects and delivering presentations at steering groups. I was also accountable for modelling the cost implications of proposed changes to the organisational structure, and most notably, I developed and introduced a business structure analysis tool to support the successful delivery of a business-critical restructuring project using data gathered from various sources.

London, United Kingdom

During this period, I was responsible for overseeing and coordinating the end to end implementation of new compensation review and performance management systems, with ownership for systems compliance, reporting and HRIS systems improvements. I reviewed and redesigned existing processes to enhance efficiency including automating the production of monthly EMEA and UK HR information packs and dashboards, and played a key role in managing and directing large-scale data management, definition and cleansing of historical data.

London, United Kingdom

Designing and creating reports to track the financial impact of proposed and actual headcount changes. • Analysed cost base and implications of proposed changes• Provided accurate and timely decision support information to senior management• Drew inputs from HR, Finance and Operations to create user-friendly reports on an ongoing basis • Solved information gap problems in an innovative and robust fashion

London, United Kingdom

Member of the Business Management (BM) team covering two related businesses: Leveraged Finance and Mergers & Acquisitions. Initially recruited as Junior BM and subsequently promoted to lead role reporting directly to the Head of BM for the London office. Oversaw provision of market data ensuring the business needs were met in the most efficient way possible; provided management information, including modelling of EICB annual plan; managed projects within the department and EICB involvement in bank wide initiatives; analysed capital usage and managed quarterly capital adjustment; analysed expenditure to highlight cost-saving opportunities; oversaw provision of market data; liaised between EICB and other departments, particularly IT, HR and Legal; secretary to Deals Committee which approved involvement in new business opportunities; ensured compliance with internal and SEC policies including SOX controls; managed desk and PC moves; wrote EICB Business Continuity Plan and participated in annual testing of alternate site capabilities; controlled internal allocation costs.· Reduced Credit Risk Capital through implementation of the quarterly Capital adjustment which reduced the amount of time for which capital was applied to new Leveraged Finance positions, thus saving $2m in charges· Improved accuracy of forecasting methodology through more detailed planning· Increased recovery of deal expenses from clients through better allocation of market data, mobile communication and document production costs, saving circa £500k p/annum· Automated key reporting processes including portfolio performance, expense categorisation and invoice generation, thus improving their timeliness and accuracy· Successfully oversaw several changes to the business structure including creation of teams for new industry areas, divestiture of part of the business to a new company and the wholesale recruitment of a new Leveraged Finance team

London, United Kingdom

Responsible for managing a review of salaries and bonuses for all staff in the region. Analysed compensation surveys to provide benchmark information for managers; provided decision support tools; analysed cost implications of proposed changes; trained cost centre owners on use of Compensation Planning Online (CPOL) database; provided regular and ad hoc reporting on the process and answered queries from senior management. · Delivered the project on time and with zero errors· Completed a cleanse of interrelated databases to ensure full alignment between data held in HR, Payroll and Finance· Improved the capture and analysis of HR metrics including headcount and turnover analysis· Ensured year-end Compensation letters were accurately produced and distributed in a timely fashion and that the systems affected by them were updated accordingly

Potters Bar

Responsible for requirements gathering, setting-up, leading and delivering several projects involved in the repatriation of HR services from an outsourced provider. Chief amongst these were the implementation of web-based reporting, creating ad hoc and scheduled reports from the HR and Payroll databases, a drive for improved Data Integrity, and ensuring service continuity through knowledge transfer and training.• Implemented Web-Based Reporting of performance through use of a Dashboard of metrics• Completed a cleanse of conflicting benefits data held by Payroll and HR and put in place new processes to prevent future discrepancies • Designed and delivered training sessions to staff transferred under TUPE legislation to ensure process knowledge was not lost and remained up to date

Potters Bar

May 2001 – December 2002, PriceWaterhouseCoopers, Potters Bar - Business/MI AnalystA multinational professional services firm.Member of the management team of a newly created HR shared services centre providing outsourced HR and payroll services. Provided management information, redesigned processes and managed the relationship between PwC, the client and the outsourced Payroll provider. Crucial to this role was the development of strong relationships with key personnel, both internal and external.• Improved KPI, SLA, metric and compliance reporting methodologies• Designed a suite of monthly reports for various audiences – the client, the management team, shared services team members• Monitored profitability of individual teams• Formalised engagement and billing process for incremental works • Ran project office for integration of regional HR departments into a single centre • Wrote the Service Schedule of the contract for migration to a new payroll provider• Increased revenues by £1.2m by providing additional transactional processing services as part of the client’s optimisation programme