Senior Leadership Team member with strategic portfolio responsibilities for resourcing, organisational development, and leadership. Including transactional recruitment and payroll services, talent, succession planning and resourcing and training plans.

Strategic portfolio responsibilities for resourcing, organisational development, leadership and relations, reporting to Heads of HR and HR Director. Managing the service delivery of transactional resourcing and recruitment services provided by joint venture company.Achievements • Designed and developed a leadership toolkit and practice for managers leading change in all our business units. This toolkit up skilled all managers and increased their leadership capability during times of change. • Redesigned recruitment services to ensure a faster fill rate by 50%, improved customer experience and reduced agency spend.• Managing the employee relations issues arising from organisational change resulting in over 1200 people experiencing a change in their role, location, working patterns. Successful completion will result in more people being available when our customers need them most.• Led and drove practice to achieve Investors in People Gold.

Responsible for strategic human resource planning activities and vacancy management.Achievements • Implemented a change in restructuring practices which saw the increase in compulsory redundancy but improved redeployment and skills matching for staff at risk. This ensured the right staff were retained at the right time but within the best role for them and the organisation. Over 200 people left the organisation and 200 were re skilled. • Designed and consulted upon a new appraisal scheme which streamlined and automated the process, linking objectives to business needs. Resulting in increased engagement in the appraisal process and higher completion rates. • Transformed management reporting procedures and processes to enable improved resource planning. This enables the force to plan 3-5 years ahead for senior posts, identify talent, run appropriate promotional boards and efficiently succession plan. • Transformed the apprenticeship programme, which improved the development and retention of talent within the organisation, and reduced training costs which resulted in a greater return on investment. • Successful implemented the National Promotion processes, which resulted in greater ability to manage candidates going through promotion processes and meet vacancies, and became a “best practice” leader.• Merged teams across organisations to form new joint venture company, resulting in greater capacity and expertise within the organisation.

Achievements • Re-designed processes for medical redeployment, resulting in a reduced number of ill health retirements, and increased number of staff on the “front line”.• Improved processes for lateral development of staff, leading to more flexible use of resources, to ensure right people, right place, right time, and enhanced career development for staff.• Developed succession planning processes, which supported the organisational ability to identify talented individuals to fill more senior leadership positions.• Re-designed promotion policy, leading to a faster application process, to improve the candidate experience and reduce administration costs. • Enhanced processes for the secondment of staff to other organisations, resulting in increased engagement with staff on secondment, and improved workforce planning processes.• Contributed to the design of HR Business Scorecard to ensure performance measures for HR Planning were appropriate and relevant to contribute to the overall policing plan.

Achievements• Improved career counselling process, which increased employees ability to assess their own development needs, and shape a career development plan. • Led an audit of the appraisal processes, the findings from which I developed improved support and guidance for managers and staff to increase engagement in the process, and ensure the process supported managers to tackle poor performance. • Improved specific recruitment processes, to enhance the candidate experience, speed up time to hire rates, and promote the organisation as an employer of choice.

Achievements • Improved processes for sickness absence monitoring, leading to greater Line Manager responsibility for the management of sickness, thus reducing the requirement for HR capability in the process.

Achievements • Improved provision of statistics in relation promotion processes, which improved the organisations ability to report on information in relation to underrepresented groups, identify trends and compare year on year information. • Supported the introduction of competency based job descriptions, which enhanced recruitment and grading processes.

Achievements • Streamlined processes for recording candidate information, leading to greater accessibility of information with the team and ability to respond quicker to customer queries.

Achievements• Managed recruitment assessment centre to ensure the maximum number of candidates were assessed each day, to ensure the maximum return on investment in terms of assessor time and location hire. • Implemented national changes to recruitment processes.

Achievements • Trained role actor/assessor for recruitment assessment centre• Trained competency application form sifter

Achievements • Excellent customer feedback • Monthly call targets achieved.