As the HR Manager at the Head Office I lead the Head Office HR operations and site Facilities teams. Reporting to the CHRO I am a member of the HR lead team.

Promat is a leading provider of passive fire protection solutions for both building and industrial sectors and is part of the global Etex group which also includes Marley and Siniat within the UK. Reporting to the MD I am one of the senior management team and have supported with restructuring and business process change aimed at growing sales and EBITDA.

Leading housing group, 60 sites, t/o c. £275m, £38m profit, 900 staff, managing 34,000 properties and a pipeline of c. 4,500 new homes. Reporting to the Executive Director (Corporate Services) and leading a team of 20 HR professionals.* Led the development and implementation of the post group restructure HR strategy for 2014-17, which sought to address the issues of attraction, retention and improved business performance.* Designed and implemented a new structure which included the… Show more Leading housing group, 60 sites, t/o c. £275m, £38m profit, 900 staff, managing 34,000 properties and a pipeline of c. 4,500 new homes. Reporting to the Executive Director (Corporate Services) and leading a team of 20 HR professionals.* Led the development and implementation of the post group restructure HR strategy for 2014-17, which sought to address the issues of attraction, retention and improved business performance.* Designed and implemented a new structure which included the provision of an HR Service Centre and Business Partnering model which introduced consistency of service through the introduction of service standards and set of performance measures.* Drove forward continual improvement initiatives; lean process reviews of Payroll and Recruitment services reducing payroll processing time by 20 hours per month and time to hire from 13 weeks to 8 weeks. *Undertook analysis to identify roles most at risk of attrition and subsequently developed remuneration strategy to address retention issues resulting in new LTIP and Commercial bonus scheme plus performance related pay progression process.* Improved the quality of hires into the business through the introduction of a standard recruitment process leading to a reduction in failed probations from 10% to 3% and failed campaigns from 8% to 4%. * Developed an employer brand message targeted at recruitment, employee engagement and driving performance which supported a reduction in turnover from 15% to 9%. * Implemented a flexible benefits platform to enable the provision of a total reward package; the annual benefits review identified increased engagement and retention guaged through increased uptake of the scheme to 82%. * Leadership of the L&D strategy across the group, ensuring alignment to business plans. Implemented a learning management system and obtained IIP Gold status. * Developed a future leaders talent programme to fulfill future skills requirements. Show less

* Strategic design of the business post-merger to achieve the optimum centralised structure achieving savings of c. £2m.* Programme management of key strategic projects to deliver the new structure and the culture change required. * Management of the pre-merger consultation exercise addressing changes to terms and conditions. Strategic review of employment contracts post merger to achieve standardised business terms and condtions.* Leadership of a benefits package review to… Show more * Strategic design of the business post-merger to achieve the optimum centralised structure achieving savings of c. £2m.* Programme management of key strategic projects to deliver the new structure and the culture change required. * Management of the pre-merger consultation exercise addressing changes to terms and conditions. Strategic review of employment contracts post merger to achieve standardised business terms and condtions.* Leadership of a benefits package review to harmonise and integrate multiple schemes post merger. Roll out of a new flexible benefits packalge across the new business. * Introduction of neutral vendor arrangement for the supply of temporary staff, generating cost savings of c. £200k per year. Show less

Managed the HR and Facilities teams following a company merger.*Drove a culture change programme including the development of a competency framework to support the introduction of new company values and ways of working. * Implemented a new HR structure* Ran consultation exercises in relation to changes to employee pension scheme contribution rates* Management of over 20 TUPE transfers including two large scale exercises involving 120 and 350 staff respectively.* Introduced a… Show more Managed the HR and Facilities teams following a company merger.*Drove a culture change programme including the development of a competency framework to support the introduction of new company values and ways of working. * Implemented a new HR structure* Ran consultation exercises in relation to changes to employee pension scheme contribution rates* Management of over 20 TUPE transfers including two large scale exercises involving 120 and 350 staff respectively.* Introduced a new pay structure and job evaluation process resulting in more tightly controlled pay ranges, ensuring compliance with equal pay legislation. * Integrated HR policies during merger process. * Managed the tendor for the supply of temporary and permanent agency staff, resulting in improved rates and savings. * Introduction of sickness absence monitoring resulting in absence reduction from an average of 8.8 days per head to 5.4 days generating efficiencies of £110k in improved productivity. Show less

Responsible for all operational HR service delivery including recruitment, learning & development, performance and reward. * Developed the learning and development programme which introduced e-learning for the first time resulting in a 50% reduction in management time out for training. * Led a project to implement an HR information system allowing accurate management reports to be run.

I joined the company as a Retail Management Trainee and subsequently worked in a number of stores within the region in which I was based. I then moved into a role as an Learning & Development Consultant within the Head Office.