•Accountable for all aspects of branch performance including sales, customer service and people management within a defined area of DMB Branches with Branch managers at monthly 1-1’s and management of the branch commercials to ensure the achievement of targets through championing the customer and people development.•Responsible for customer experience, operational effectiveness, sales and overall P&L results.•Accountable for conduct, grievances and other procedural interventions in line with Post Office policies and the conduct code.•Accountable for the conformance to standards that impact the DMB network bottom line, e.g. Losses & Gains, Attendance, ONCH / FONCH, chargeable calls and overall property/H&S compliance so that negative impact on DMB bottom line/brand is minimized•Building strong working relationship with the wider internal and external teams such as trainers and First Rate.•Leading on the people strand of the ongoing franchise programme to deliver support and effective solutions for the impacted teams.•Accountable for recruiting and developing Branch Managers •Responsible for motivating branch Managers, sharing best practice amongst the BM team and developing new innovative ways of developing branch performance•Building a customer focused culture in their Branches through leadership and coaching, delivering improved sales performance through excellent service.•Accountable for building a business growth plan with each Branch Manager and ensuring its delivery by calling upon key experts across the business, for example sales trainers.•Delivering exceptional Customer Experience by engaging branch teams and championing the deployment of Customer Management approaches within the area, keeping a close eye on all key indicators•Accountable for delivery of the Customer metrics under Voice of the Customer (VoC) measures

•Drive and promote employee engagement and development interventions to develop capability and talent with a focus on coaching and challenging the Leadership population to be role models and to own people activity within their areas•Champion the effective implementation and on-going reviews of engagement action plans to ensure interventions are owned and delivered by Regional teams•Contribute to the directorate business strategy as an integral part of the directorate team•Identify effective solutions to meet the strategic aims of the business to plan and scope HR initiatives, interven-tions and projects that support these aims and to ensure their effective execution. •Diagnose the root cause of functional or directorate capability and capacity gaps, developing and driving appropriate interventions.•Challenge, guide and lever the organisational effectiveness of training and development priorities, ensuring that career progression and succession plans are proactively managed and supported.•Work with regional team and Head of HR to create and execute the People Plan for the function, ensuring that it supports the delivery of the strategic needs of the function, and is aligned to the People Strategy. Influence the tools provided by the expert teams to ensure customer base is engaged with offering.•To enable, via influencing, challenging, and supporting, the design/development of a positive future state business culture across and within PO teams•Coach and challenge Managers to operate effective performance management approaches to create a high per-formance culture within POL•Build and maintain positive relationships with union representatives at Area and Territorial/Regional level•Working collaboratively with Network development Management team, Unions, Commutations, Account Man-agement to ensure exit strategy is deployment to meet legislation requirements.

Accountable for 1000 employees working in 74 Crown Offices. Provide HR advice and guidance to Line Management and Senior Managers.Build and develop external relationships with OH Assist (OHA) and Advisor-plus to progress absence management. Introduced approach to challenge repeat absentees for Sick Absence, having a cost saving impact of 35k.Delivered Mental Health workshops to raise awareness of key identifiers and solutions available to Managers.Developed website infrastructure to support HR guidance and standardise letter for access to Line Management.Completed culpability and capability dismissal interviews.Developed working relations with unions to improve employee relations within the Crown structure.Completed mediation interventions between Managers and employee to improve working relationships. Supported development of Branch Standards and Staff handbook.Reduced sick absence saving over 1 million pounds on staff costs.Developed “working document” to allow Managers to monitor adjustment reviews with employee that fall under the Equality ActWorked in partnership with the Communication Workers Union in resolving Industrial relations issues within CrownsGood understanding of TUPEManaged employee relations issues including disciplinary and grievance, performance management, absence management, succession planning and capabilityRecruitment and selection techniquesDeveloped and delivered coaching workshops to develop capability for Line Managers on HR Policies. Introduced a quarterly recognition approach for best performing Branches with no Sick Absence.Representative for the Crown Network at Sick Absence and Wellbeing strategic group working with Senior Managers and external stakeholders to develop strategies.Worked in partnership with the HR Business Partner to support initiatives to improve the People Scorecard in terms of engagement and 9 box talent Management.Workforce and resource planning.

Part of the Transformation programme, I work closely with Branches and stakeholders to manage the franchise transition process. Visited locations engaging with parties affected by FranchiseIdentified people solutions for affected parties and work closely with internal central teamAct as interface between Central teams and Franchise parties completing HR activities within governed timescalesApplied TUPE principlesWorked with external Stakeholders in the resolution of resourcing Facilitate people movement within surrounding Branches Develop resourcing strategies to optimise realignment of staff affected by Franchise.Worked with HR Business Partner, Area Managers and unions to resolve issues concerning peopleEnsured formal offers of redundancy were communicated with staff within timescale and in accordance to agreed format, signing outcome letters.Completed constructed interview in accordance to ACAS and Business policy

Reporting to the Head of People & Organisational Development, I had a consultancy role to the Regional Managers, Retail Network Managers, Administration Managers and Crown Office Branches. The responsibilities were leading and developing HR Policies through the management of sick absences, coaching and advising on all Polices and processes. I had leadership responsibility for a regional personnel team of 6 people covering all England and Wales. During a period of intense cultural and structural change within Post Office, my role included the provision of professional advice to Regional Management, strategic planning and proactive development of operational and HR teams to ensure correct deployment of HR Polices to about 450 Branches. Challenges included maintaining employee and management motivation during re-structuring of the retail line including conversion of Branches whilst maintaining quality management of polices.

Trained New Sub-postmastersNew Entrants into POLSoft Skill trainingHR TrainingIT trainingChange ManagementInterviewingCoaching