Greater Dublin
I am a senior organisational leader with a track record of driving organizational transformation, through delivering inspiring people strategies while developing and coaching high-performing teams. With a strong background in human resources, organizational development, and change management, I bring extensive experience in driving cultural change and connecting people to purpose at work. As a Chartered Fellow of the CIPD, I hold an MBS in HR Strategies from DCU and a CIPD Advanced Award in Organisation Design and Development. I am also a certified Leadership Coach and a member of the European Mentoring and Coaching Council (EMCC). I am qualified in a range of behavioural insight tools, including Emotional Intelligence and Psychological Safety facilitation, as well as Agile HR. I am a Conflict Coach and qualified Mediator, serving on the Civil and Public Service panel of Mediators, undertaking workplace mediations. Recognized as 'HR Leader of the Year' in 2022, I am passionate about creating more human-centric workplaces and connecting people to purpose at work, so they can make a real difference, on behalf of the state. I spent 14 years in J.P.Morgan, in Business and HR management roles, before moving to the Civil Service in 2013, with HR Change management and leadership roles in the Department of Communications, Climate Action and Environment. In 2017 I assumed the role of Head of People and Culture in the Office of Government Procurement, (OGP), where I led my team to win two CIPD National HR Awards, as well as Certification as a Great Place to Work. I spent 3 years as Chief People Officer at Enterprise Ireland, I co-created, launched and rolled out a comprehensive People Strategy for our 10 offices in Ireland and 40 overseas offices. This included a significant wellbeing pillar, using a Healthy Place to Work methodology, and awarded ‘Highly Commended’ in ‘Embedding a culture of workplace wellbeing’ at the CIPD National Awards 2024. In addition to my People and Culture responsibilities, I also led on internal sustainability, climate action, facilities management, internal communications, and equality, diversity, and inclusion. As Assistant Secretary General- Organisational Capability & Corporate in the Office of Public Works, I lead on People & OD, IT, Press Office & Communications, Finance, Facilities, Health & Safety, Corporate Governance & Policy, aa well as Internal Audit & Data Protection. With a certificate in Team Coaching, I lead a division of circa 300 people.
With responsibility for organisational capability and corporate services, I have oversight of: ~ Human Resources & Learning - Finance (budget €700m) - Information and Communications Technology - Policy, Innovation and Reform - Governance and Risk - Health and Safety, Internal Facilities Management & Business Continuity; - Communications and Press Office - Government Publications and Election Services. - Internal Audit - Data Protection
Enterprise Ireland is the government organisation responsible for the development and growth of Irish enterprises in world markets. We work in partnership with Irish enterprises to help them start, grow, innovate and win export sales in global markets. With 40 offices globally, my role is to implement a people strategy to enable our continued success.
As Head of People and Culture in the Office of Government Procurement, I held a Senior Leadership role, reporting to the CEO and sitting on the Management Board. With oversight for setting the strategy for our People and Culture, across five regionally dispersed offices, I led a team of nine. • Published a new People Strategy –EMPOWER- which was launched by the Minister of State, setting out a vision for our People within the OGP, underpinned by a detailed action plan. • I built strategic HR capacity in the OGP, introducing a HR Business Partner model. • I act as a trusted adviser to the CEO, Director of Sourcing and other key colleagues at Management Board, listening, coaching and enabling them to drive the organisation forward.
Summary: My role as Lead HR Business Partner involves working closely with Business Heads, to ensure People considerations are embedded in the business operations. A key element of this is to increase organisational effectiveness, using tools for insight, as appropriate. In addition, I lead a team of eight, with responsibility for all HR & L&D offerings. Key achievements include: * I formulated a HR strategy for the Department, addressing needs from an organisational capability review, as well as the wider Civil Service Renewal People Actions, aligned with the statement of strategy. * I have designed a Leadership Development programme, to enhance the leadership capacity within the Department. In addition to managing the tender and selection process for the provider, I have subsequently project managed the delivery of this programme. * I have taken a lead role in enhancing Performance Management within the Department, including successfully introducing and facilitating calibration sessions for the first time. * I coach Managers on Team formation, Team dynamics and Performance Management. * I introduced a new hire Onboarding programme, which was subsequently a finalist in the Inaugural Civil Service Excellence and Innovation Awards, 2015. * I drive the workforce planning process, using the data to inform our HR interventions.
Summary: I joined the Civil Service in a period of great change, with ambitious public sector reform plans. Commencing in a stand-alone role, I assumed responsibility for a team of three. Key achievements include: * I was the HR lead for a Capacity Review of the entire organisation’s capability, project managing the project, including managing the relationship with the external consultants and ensuring employees were onboard with the project. This review facilitated the Department in re-organising in order to ensure the most efficient delivery of objectives of key national economic importance. * I acted as Communications/People Change Lead for the Department’s move to a HR Shared Service model, PeoplePoint, including delivering communications across our three offices and successfully managing a major change initiative. *As part of the change management process, I transformed the Strategic HR offering of the Department, including designing the new HR Structure of the Department, after the move to Shared Services. * I took on responsibility for Learning & Development and have transformed the service offerings, increasing the numbers of courses, while simultaneously reducing the staff allocated to this function. * I contributed to Civil Service-wide projects, including designing and implementing a Graduate Development Programme, a Leadership Development Programme for senior female Managers and a implementing a Civil service-wide Recognition programme.
Acted as HR Business Partner to an e Commerce business, Chase Paymentech Europe, with European Head Quarters in Dublin. Worked with the leadership team there on all their key people issues. In addition, I had responsibility for all Recruitment for all Ireland operations, including J.P.Morgan and Chase Paymentech Europe. Partner with the business to ensure their resourcing needs are proactively met. Managed all aspects of Redeployment processes, working with 'at risk' employees to secure alternative roles. Encourage and drive internal mobility, including holding one on one career sessions with employees. HR Generalist aspect- update policies and procedures particularly in relation to changes in Employment Law. Partner with the wider HR team in Europe to share best practice.
Responsibility for managing all aspects of HR Operations for over 550 employees. This involves ensuring smooth delivery of key processes such as Payroll, Benefits administration and Compensation planning while ensuring full compliance with all aspects of Employment law. This also has a HR Generalist element to it, with constant exposure to Employee Relations and Performance Management.
Partnering with the business on all their Recruitment needs to ensure that resource planning was successfully carried out. The key element of this role was building lasting relationships with Business heads, as a trusted advisor providing market knowlege and expertise in the very competitive market of financial services Recruitment. Also entailed full end to end management of the Recruitment process for the IFSC operation, including managing vendors and suppliers and lisiaing with the Department of Entreprise and Employment in relation to work permissions. Carrying out competency based interviewing, structuring compensation offers and adopting a creative and proactive approach to filling open roles. I was promoted to Recruitment Manager, AVP, in January 2008.