Wade C. Email & Phone Number

London, Gb

London, England, United Kingdom

• Part of the People Development Transformation Team, focusing on organisation transformation, change management & team effectiveness. • Lead people development across EMEA, partnering with global engagement, performance development and transformation leads ensuring strategy aligned to global priorities, ensuring successful execution at the local level.• Assess, create, and deliver localised / bespoke development content for intact teams and differing lines of business (streaming, strategic services, BALA, consumer products etc.) and different brands (Channel 5, MTVE, Nickelodeon, CBS, Paramount Pictures).• Support the rollout of global people development processes / programmes partnering with local & regional HRBPs, tailoring content to suit local needs (including performance check-ins, goal setting, performance rating allocation & calibration).• Collaborate with senior leaders to understand learning, development and engagement needs, consulting with employee resource groups, the Office of Global Inclusion and local & regional HRBPs to develop and prioritise learning for employees, intact teams and leaders.• Create / co-create and deliver learning content connected with the full end-to-end performance development cycle (bi-annual check-ins, goal setting, action planning); deliver intact team workshops (e.g., DiSC, CliftonStrengths), leader & individual contributor, delivering training remotely and in person across EMEA.• Lead on the development and implementation of a three-strand DEIB programme ACTIVATE (12-month HiPo talent programme), LEAN-IN (DEIB leadership development) and SHIFT (data-led review into organisational processes and policies). • Support the rollout of the bi-annual Gallup global employee experience survey. Consult with leaders on employee engagement data, interpreting trends and insights. • Lead on the education & upskilling of all employees on Paramount’s UK sustainability strategy, participating as a committee member.

London, United Kingdom

• Led the global learning & development for over 250 employees based in the UK and across multiple locations internationally (Americas, APAC, Europe and AMESA), reporting to the COO and Head of HR. Single point of contact for all employee learning and development initiatives. Responsible for budget and vendor management.• Created the global learning strategy, focusing on the development and engagement of international employees, management & leadership development, and the global induction programme.• Collaborated with senior internal business partners to develop an organisation-wide competency framework, focusing on soft-skill and technical capability requirements.• Completed high-level global learning needs analysis, partnering with senior leaders, assessing over 100 competencies. Conducted full analysis and constructed project plan to deliver outcomes of the LNA.• Developed an online onboarding programme for new starters, providing a comprehensive introduction to the organisation. Successfully repurposed our annual global induction within a four-week period, creating a fully online experience following COVID restrictions. • Created a leadership & management development programme for aspiring and existing managers, sourcing third-party vendors for content delivery.• Led on the development GDPR training, working with the Governance Secretary to deliver face-to-face and online training to over 200 staff across 21 geographic locations, within two months.

London Area, United Kingdom

• Responsible for the design and development of training and professional development for all creative talent within the design and advertising sector with the UK and overseas.• Created and co-developed a curriculum and seven-month training programme - New Blood Shift Academy, targeted at those from lower socioeconomic groups and those from ethnically diverse communities, providing the opportunity to enter the advertising industry. Developed the detailed design for the programme, modularised content and gained buy-in of senior industry stakeholders. Successfully launched in New York in 2017.• Project led on creating a D&AD wide digital learning platform to deliver learning on a global scale.• Doubled training programmes offered within the first 6 months of my tenure, through sector-based research and needs analysis. Partnered with multiple creatives, art directors and designers to build new training content, which could be monetised through in-person workshops.• Developed a three-day Creative Lab consisting of daytime training and evening lectures to deliver training to a wider audience within the UK and internationally.

Millbank

• Responsible for the redesign and compression of training relating to a new government-backed domestic renewable energy scheme.• Successfully compressed seven weeks of skills, knowledge and behavioural training into seven business days without loss of quality.• Redesigned existing training to incorporate high level designs and detailed session plans to minimise risk to business as usual operations.• Created and rolled out comprehensive training evaluation and monitoring processes, measuring the success of over 40 knowledge modules as well as return on investment.

London, United Kingdom

Internal project reviewing all training and development materials created over the past ten years, selecting best-practice training, writing new training material with a view to creating an information repository for the business.

London, United Kingdom

• Responsible for the training and development of all members working within the performing arts throughout the UK (circa 330 organisations; 3000 employees). Designed and developed training workshops and seminars relevant to member needs, in partnership with SMEs and industry leads.• Led a nationwide high-level TNA mapping project for the entire performing arts sector to understand skills and training gaps and overlaps. Established and managed multiple industry stakeholders and interested parties from local / central government and other associations.• Managed the training budget, developing a budget planner to account for all training expenditure and income.• Increased by 109% the net margin on events in the first half of 2012 through careful planning of courses, sourcing of new trainers and through redesigning marketing strategy.• Doubled number of training events for 2012 from 28 events in 2011 to 45 in 2012 by creating, rolling out and analysing member TNA. Set up over 15 training events to fill skills gap identified.• Increased by over 100% attendance on training from 503 BOS in 2011 to 1110 in 2012, achieved through targeting specific audiences and providing training that was actually wanted following UK-wide TNA.• Redesigned feedback forms to provide tangible and measurable data to improve and develop events. Redesigned course templates to ensure all events have clear learning outcomes. • Led the creation of e-learning for TMA’s cornerstone residential course, providing an on-line virtual campus resource for both tutors and delegates to access. • Collaborated with industry experts to develop new training ahead of changes to legal requirements, industry policy or practice.

Farnborough, England, United Kingdom

• Part of a 100 strong team working on the Early Training Transformation project, reviewing 22 MOD training and learning programmes to bring about efficiencies in time, cost and delivery. Managed a team of three analysts.• Remodelled training in line with ADDIE & DSAT training methodology (using Raytheon’s proprietary ‘Architect’ model).• Acted as the single point of contact in relation to blended learning methods and training objectives in adherence to Bloom’s and Simpson’s theory of learning. • Evaluated TNA results for all courses; categorised training objectives into learning modules (knowledge, comprehension, psychomotor etc.) to provide a blended learning solution for each learning objective.• Held workshops with the MoD to conduct detailed audience analysis as well as to validate training methods suggested for each training module. • Wrote milestone documentation pertaining to the impact that self-paced instructional methods (such as e-learning) and blended learning could have on training objectives for all 22 learning areas analysed. Contributed to securing £1.2m of funding per milestone deliverable.• Substantially reduced information and time required from the customer by 80% through using R6Sigma to remodel data gathering processes and procedures, which in turn promoted client confidence and internal recognition. • Liaised on a regular basis with senior personnel within the MoD to build rapport and develop a strong working relationship between the MoD and Raytheon.• Demonstrated a rapid grasp of defence processes, protocols and methodology, reflected in delivering complex presentations to senior military personnel on instructional delivery methods.• Successfully identified and negotiated release of human resource from competing areas of the business to ensure timely achievement of project deliverables.

London Area, United Kingdom

• Responsible for the training and learning strategy as well as the training budget covering 250 employees over 4 London Service Centre sites and 500 staff nationally and within East Europe.• Set up the learning and development function from ground up, putting in place performance management processes and training and programmes. Designed curriculums, wrote training content, aligned to business needs and operational requirements.• Project managed the nationwide cross-training of 500 employees on BPP’s products and processes. Partnered with and managed a broad range of stakeholders with competing needs. Built relationships through business partnering and honed rapport-building skills.• Collaborated with key business partners to form personal development plans for varying employee groups. Initiated workshops to form a TNA for all service centre and line management employees.• Delivered soft skills training (communication, customer service etc.) aligned to business objectives and outputs from 1-2-1 reviews. • Set up the function’s quality assurance team; rolled out formal assessments to all Service Centre employees, ensuring development interventions met learning outcomes and to measure ROI. • Evidenced the continuous improvement in employee capabilities over five consecutive years. Confidence and credibility in the assessment strategy reflected in STIP and merit payments.• Designed and implemented 1-2-1 weekly and monthly performance reviews to assess capabilities and to identify additional training needs or coaching.• Developed performance management policies such as an ‘Underperformance Pack’ to support people managers and underperforming employees.