Siobhan Flude Email and Phone Number

An interim role to examine the current service delivery model within the construction business. Using my analytical skills to develop and implement ways of working through better application of terms and conditions and working rule agreements.Provide coaching and advice to the leadership team and graduate HRBP to deliver the demobilisation of a project workforce through a collective redundancy programme and the mobilisation of two new project workforces.

HR Consultancy and Interim Services specialising in change management; organisation design and effectiveness, transformation; employee relations; talent and performance management.

Provide HR and Organisation Design coaching and advisory consultancy to Abcam Directors to develop their approach in implementation of their global ERP system, to enable their growth strategy and deliver organisational effectiveness. Reviewing key role activities and accountabilities.

In this role I have been responsible for a number of initiatives including managing reorganisations leading to headcount and OPEX reduction which included developing the organisation design through group consultation, working with senior leaders on job description development to ensure clear accountability of roles. I maintained overall responsibility for driving people management initiatives, managed organisational objectives by working closely across all levels of the organisation including Corporate Affairs, Finance, HSE, Legal, Regulatory and Compliance. Deploying my expertise I was able to support managers through the organisational change. Most notably during this time I was instrumental in transformation reorganisations which led to headcount reduction and location rationalisation.In addition, I was central to the development of a robust talent strategy, approach and process.

I managed the alignment of IT departments across British Gas businesses through a transformation programme aimed at providing increased organisational effectiveness through role and accountability clarity, reduce delivery costs and increase investment and employee opportunities. I led the reduction of headcount of 130 permanents (from 1,000), 240 (from 500) contractors and 222 (from 400) managed services onshore. I also balanced headcount reductions with an increase of managed resource offshore of 375 worth around £4 million savings whilst delivering the same level of IS change to the businesses.A fundamental aspect of my role included reducing the cost and improving the quality of the delivery of service through the outsourcing of the service control centre. Furthermore, I promoted an organisational culture of continuous professional development by implementing a technical skills framework and launched the CIO awards to encourage engagement by recognising people in the organisation in line with strategic objectives. I took the lead for reviewing direction setting of the IS graduate scheme to ensure delivery of future IT business skills requirements as a Member of the Centrica IS Graduate Talent Board. I maintained overall responsibility for IS Apprentice Programme in accordance with strategic business objectives.

Responsible for the full extent of HR support across MEB.A key member of the BG Metering project team that has been responsible for the development of the new British Gas Smart Metering business. Led the design and driven the people agenda. Ensured that when developing the people aspects of BG Smart Metering that people, customers, operations and finance implications were considered.I led a team of 28 people involved in the end to end process from input to business case, organisation design, role design, reward design, recruitment and selection design, training design and delivery, development, communications strategy, the development of a workplace culture designed to deliver engagement and commitment both in the field and in the office, etc.Delivered a pre 'go live' engagement score of 85% for BGSM.Responsible for the development of a 26 week induction programme for new Smart Energy Experts that blends behavioural and technical training. The induction programme has been accredited by City and Guilds and featured in their in-house publication.Grew the BGSM business from zero to over 1,300 people.Over 600 TUPE transfers in mainly on to British Gas terms and conditions.In MEB increased employee engagement to 78% in 2009 from 46% in 2008 by implementing a communications strategy using various channels and raising the profile of leaders.Have worked with the business to appoint new commercial contracts with G4S and Siemens for Meter Reading. This involved meeting with the businesses and discussing their approach to all people aspects including TUPE liabilities and exit strategies. The outcome has been a different way of working with these partners - ensuring that people and customers are considered - alongside finance and operations.Worked with the incumbent Commercial Meter Operators re exiting the existing contracts and the people implications and processes.

• My main focus was the provision of full HR support and advice to Sales management team, as well as support functions.• Integrated the HR team from Energy Sales and improved the efficiency and effectiveness of the teams whilst reducing numbers.• Delivered performance improvement in Energy Sales• Provided training to support sales plans in both Energy Sales and Outbound Sales• Reorganisations – delivered required opex savings, e.g. removal of Sales Manager and District Sales Manager roles, creation of Business Growth Manager role (reduction of 48% roles removing duplication and improving working practices). Initiated Project Apple – new ways of working for Energy Sales. Project Apple delivered £7m cost challenge.• Weekly to monthly pay – dealt with any employee relations issues, communications and process.• Re-engineered Energy Sales Induction Programme - increasing productivity by 13% and reducing attrition from 40% to 17%. • Re-engineered Sales recruitment process – professionalising it at the same time as reducing cost per head by 40%.• Transformed Field Based Training Team by conducting a capability review - fte reduction saving approx £115,000 p.a. • Facilitated Cybele 5 day training programme for Outbound Management team - uplift in all KPIs and significantly helped move Outbound towards a 'Coaching Culture'.

Customer Management Directorate (incl. Cardiff site and Projects)Provided full HR support for Cardiff management teamReorganisationsFit for the Future Project - project manager for the project that was the predecessor for energy experts. Rationalisation of the support functions cost reduction of £1 million p.a.Employee Relations (NJC attendance, planning etc; developing and gaining agreement on Partnering Agreement, Joint Agreements and policies, redundancy payments post age legislation, lead for Residential on withdrawal of SM legacy redundancy terms)Roll off of Jupiter resources - worked with the programme and the business to roll off people back in to the business (and the wider group) or to exit.Project SPIRE - Outsourcing of the Print Centres. Part of the project team. Led and advised on communication and consultation process with the TUs and employee representatives.

Provided full HR support dealing with reorganisations, recruitment, succession planning, performance reviews etc.

• Responsible for the Training Team, Management Development and operational Quality Monitoring (circa 40 people).• Created the Management Development and Sales Training teams• Responsible the design, delivery, evaluation and validation of induction training to the Contact Centre (in Chiswick, Manchester and Stornoway) and the back office (in India), upskill training (product refresh, systems training, customer service); sales training.• Responsible for Management Development throughout OneTel – started with back to basics – proper development plans and processes; team development sessions and individual interventions.• Introduced bespoke Sales Training in to the contact centre. Sales techniques and coaching.• Was asked to lead the operational Service Observe team of 25. This team created scorecards based on the ideal contact with a customer (call/email/correspondence etc.). They then sampled (either by monitoring a call or piece of correspondence) and scored it. This would effect the individual’s commission. The Service Observer would feed back to the individual the result and where improvements could be made. I ensured that the team leader attended all feedback sessions, and that Service Observe and Training worked closely together so that if trends were identified the training could be adjusted.

• I was involved in the due diligence process prior to the purchase of OneTel. I was then appointed Head of HR. There was no HR department. There was a recruitment and training team solely recruiting people and training them for the Call Centre. It was very important that when I created the HR department I took in to account why OneTel did not like HR – too much red tape and processes for the sake of it! • I introduced best practice around recruitment and training and upskilled the team and managers in people processes – making OneTel compliant to the appropriate legislation.• Created common understanding and application of people processes (e.g. recruitment, reward, performance management, disciplinary process, commission etc.).• Moved the whole workforce from weekly pay to monthly pay.• Involved in the due diligence of IOMART (a broadband provider and support company). Led the consultation and communications with the IOMART management team and their employees.

Provided full HR support to Centrica Corporate functions as well as AA Publishing, Road Signs, AA.com, Shared Services.Ran a small HR services team for the AA based in Basingstoke.Led in the due diligence people stream for Centrica's first three power stations.Involved in senior recruitment within Centrica.

Involved from the very beginning in the creation of Centrica IS. Worked with the businesses to identify who was in scope to transfer in to CIS. Involved in the communication and consultation sessions.Designed the organisation structures and supported the recruitment in to the structures.Involved in the creation of the terms and conditions, processes, policies etc.

Reviewing leading edge development strategies and practices to be implemented in to BGT. Identifying skill requirements for the business as it moved forward.

various rolesFull HR support to HQ functionsProject people lead on Organise to Win - the separating of a fully integrated operation in to contact centres and back office. Reducing from eight locations to six - closing the two expensive offices in the South East (Barnet and Croydon). This involved organisation design, role design, job evaluation, reward, communications, consultation etc.

Various activities including reviewing organisational design, development and effectiveness, people development and performance management, resourcing, reward, writing and evaluating roles.

Joined the graduate scheme. First role was in 'Productivity Services'. A function that no longer exists - it was responsible for work measurement, incentive scheme productivity, operational processes, work methods etc. Various roles followed in: employee benefits, HR systems and Technology, manpower planning and recruitment. Developed an ideal person role profile selection system that was rolled out across the business and used for selection during 1994/5 when the company split in to 5 and shed over 20,000 people.