Manchester Area, United Kingdom
Highly experienced professional global HR/People & Talent Leader. Proven ability to deliver commercial people strategies and capabilities to address business challenges and enable growth. Strong at building relationships through coaching and influencing to achieve results. Highly adaptable across HR disciplines, organisations, sectors, cultures and geographies. Specialisms include generalist HR business partnering, performance management, talent management, culture, employee engagement, reward, and HR systems.
Responsible for setting up and leading a new TA function for Alstom Europe. Continuing to also lead Talent for Nordics.
Responsible for integrating and transforming talent agenda (talent acquisition, talent management and talent development) across 5 countries to support double digit business growth as well as integration of bombardier transportation to Alstom.
Responsible for OE and building people capabilities to deliver RCS business strategy and goals, as well as developing talent including HP accelerated leadership programmes (with partner Insead) for future leaders to improve succession strength. Development and deployment of D&I, talent acquisition, employee engagement, performance, talent management and succession planning processes globally to strengthen organisation to support growth and change. Leadership development and L&D/training academy, aligned to organisational goals and wider Bombardier strategy and offerings.
Sabbatical. Travelled from September until April through SE Asia and India. Spent May to July, renovating property in Norfolk.
Responsible for leading the strategy to build a performance culture and capabilities covering 70,000 colleagues. Key Achievements o Developed performance strategy and capability plan, to build a performance culture to effectively manage, stretch and grow colleagues to meet business goals as well as future needs o Built capabilities and skills for people management through scalable tools for honest and realistic conversations about performance expectations (coaching, feedback, and development) and talent management o Designed and launched new performance and talent approach enabled by Oracle fusion cloud technology, aligned to the Co-op purpose, strategic priorities and plans, business scorecards, whilst embedding the values o Enhanced HR BP capability to support business leaders in Managing Performance and Talent Management more effectively o Established a Professional Community of Interest, to shape, develop and strengthen a single Co-op approach to Talent and Performance, ensuring integration to Reward, ER and HR Services o Introduced OKR goal setting in newly established Digital function to promote Agile working o Developed leadership 360 performance tool to reinforce Co-op values and measure leadership impact o Progressed Coop approach to Talent Management. Created and launched Talent tools (Talent Action Plans, Talent Profiles, Talent Guides, Development Plans and Talent Data) to support the Group Exec in leadership talent discussions to enable action aligned to strategic workforce planning and immediate business needs o Given additional responsibility to lead Colleague Engagement agenda. Improved team capability, relationships with supplier to enable delivery of the first fully online colleague survey aligned to Performance
Provided HR leadership and commercial business partnering to Group COO, comprising of c1500 colleagues within IT, Finance, Finance Shared Service, Procurement, Risk, Audit and M&A functions. Key Achievements o Built effective working relationships with ‘C’ suite colleagues during the Rescue of the Co-op, working within an environment of high ambiguity and constant change to enable effective, fast people decisions in a time of crisis (CFO, CIO, CRO and COO) o Created and led delivery of Central Functions HR plan aligned to business needs to support Rescue phase o Led the implementation of a new target operating model for group functions, reducing headcount, layers and cost whilst simplifying structure, roles and spans of control o Design of new IT organisation, to support new IT operating model and led implementation o Built capability in the Corporate HR team, by redefining structure and roles, up-skilling HRBPs, to enable team to deliver change in a challenging fast paced environment
Amsterdam, NL based role. Provided HR leadership to high growth start up International Business covering EMEA, AsiaPac, Australia and Canada. Key Achievements o Built international people strategy and plan focusing on business capabilities needed to support high growth, start up business division o Leadership team development resulting in clarity of roles, improved working relationships, and faster deployment of business strategy o Set up and scaling of HR function, capable of partnering a fast growing organisation, and enabling new locations. Implementation of Oracle HRMS o Improved sales capability through changes in sales organisation, improved technology, simplified processes and investment in skills through a sales development programme to create a more effective sales function o Integrated organisation and people discussions within leadership forums to address future capability and skills needs, fill gaps, strengthen succession and meet current business challenges and pre-empt future needs o Investigated and led the set up of new working locations to enter new markets enabling geographic expansion o Designed and implemented straightforward tools to manage performance, talent & succession to enable this to be embedded into the day to day and culture o Developed and launched sales incentive programmes to drive improved sales and focus on sustained growth. Launched share save plan outside of USA. o Led people integration of acquisitions to deliver synergies, savings, and cultural integration