Deputy to the Executive Director of People Services, responsible for leading the HR service across the university. People Services incorporates all HR functions, along with Talent, Learning and Organisational Development. Deputy Director role is responsible for leading the people partnering, workforce analytics and wellbeing functions as well as the operational people management functions including; recruitment and resourcing, international employment, reward and recognition, payroll and pensions. The role has a cross-cutting corporate leadership responsibility in respect of employee experience. The role has a strong focus in respect of leading and supporting on strategy development, corporate project management (UK and overseas) and leadership in respect of employment relations.

Responsible for leading and developing initiatives to create and maintain an exceptional employee experience for De Montfort University ensuring talent is attracted to and retained by the institution. In addition the role is responsible for working corporately to support the broader engagement agenda, co-creating and delivering strategies and engagement frameworks to enable the delivery of the University’s 'Empowering University Strategy', the People Strategy and facilitation of the university's cultural change programme. The role also involves leading the HR business partnering function ensuring the Employee Value Proposition is incorporated into DMU’s people policies and practices. The role is also the deputy to the Assistant Director for Human Resources providing corporate HR and functional HR leadership.

Responsible for providing strategic HR leadership for Governance and Legal, the Faculty of Business and Law, ITMS, SPS and the Stephen Lawrence Research Centre. Line manager of HR Advisory team for 3 years and a 4-month role as Acting Deputy Head of HR. Key achievements include:• HR lead for implementation of furlough during COVID crisis• Workstream lead for design of a talent management and succession planning framework• Development of Wellbeing plan for the Faculty • Development and implementation of a strategic workforce planning framework• Development of robust strategic workforce and people plan for the Faculty drawing on SAP data analysis• Project Manager for corporate recognition event – OSCARs• Successfully supported recruitment of 150 high quality academic staff over 3 years in tight labour market; innovative recruitment methods increased proportion of BAME staff from 28 – 40% • Supported the reduction in staff turnover in Faculty from 9-6% through development of strategic retention plan • Chaired task and finish group for the design and implementation of a Customer Charter • Supporting senior executives in respect of complex employee relations cases to appeal level• HR Lead for corporate and local restructures, successfully supporting the development of robust business cases, ensuring legal compliance and aligning to best practice change management practices

Developing and delivering modules for corporate clients on the Human Resources Masters Programme.

Responsible for global HR, Learning and Organisational Development (L&OD) projects and partnering portfolio within GE’s Power Conversion Business. Business employed 11,000 people worldwide. Key achievements in this role:• Project manager responsible for alignment of 2000 staff to GE pay and benefits structure • Design and implementation of global knowledge sharing awards recognition programme• Provided L&OD leadership for global restructure of 3000 engineers • HR lead for talent and succession planning reviews for Global Product Leadership function• Development of learning and talent development strategy for engineering• Project management for implementation of new learning management system• Facilitated the design and implementation of global quality and project management development programmes• Project manager for development of global technical learning centre

Standalone HR role for large, heavy engineering site in Rugby working as part of the Senior Management team. I was specifically hired to provide HR leadership for the transformation of the site from an old fashioned, inefficient plant to a modern, lean manufacturing facility I was responsible for leading an HR team who provided strategic HR advice and expertise in Employee Relations and in providing leadership in respect of Resourcing and Talent Management, Employee Engagement, Learning and Development and Reward. Key achievements in this role:• Led development and implementation of a transformational people strategy for the site aligned to the strategic need to move to lean, standardised production• Led diagnostic and built strategy to improve employee engagement, positively improving employee satisfaction scores• Change Agent for the site during acquisition by GE• Project management of job evaluation and new pay and grading structure, reducing equal pay risk• Implementation of Bradford Factor absence management process and reduction in short term absence from 7% to 3% within 18 months • Led the development programme for enhancing line manager capability • HR lead for significant downsizing exercise in 2009• HR lead for the successful negotiation of significant terms and conditions change in manufacturing • In partnership with Managing Director, implemented a ‘Respect at Work’ strategy as part of a culture change programme for the site, having a positive impact on employee relations

Responsible for the development and implementation of a resourcing strategy for the recruitment of engineering and non-engineering personnel across the UK, Nordics, Singapore and South Korea. Managed a team of 4 Resourcers to deliver effective recruitment solutions in tight employment markets. The team were responsible for the end-to-end recruitment process from identification of resource need, to on boarding. Made significant process improvements through customer journey mapping, gathering feedback at ‘moments that matter’ in the customer lifecycle and in engaging hiring managers and employees in the development of a new recruitment and resourcing policy.

Employed on an interim assignment to build a recruitment strategy for this complex matrix organisation and to establish a talent pipeline to source engineers. Role involved recruiting engineers UK-wide within a tight labour market facing acute skills shortages. I was responsible for building a resourcing strategy, developed a graduate recruitment scheme, built a compelling employer value proposition and used this in direct advertising to build the employer brand. Used customer feedback to develop more efficient recruitment processes.

Set up and ran a novel recruitment company which developed innovative approaches to attracting diverse talent pools. Working within the public and private sector to run project-led recruitment initiatives, sourcing high quality candidates whilst addressing underlying barriers to diversity. I led a pioneering project that connected long term unemployed people with disabilities with employers, successfully recruiting over 50 people with disabilities for a major bank over a two-year period. The success of the work undertaken led to recognition from the Government, winning two Age Positive Awards along with being a finalist in Leicestershire Business Woman of the Year awards.