Wavendon, England, United Kingdom
Working onsite with clients, Allegis Global Solutions is founded on a culture that is passionate about transforming the way the world squires talent by delivering client-focuses solutions that make a difference to businesses worldwide. From refining how you manage your contingent workforce to strengthening your employer brand to recruit top talent, our integrated solutions drive the business results you're after. As an industry leader, we draw upon decades of experience to design innovative tools, products and processes. We develop competitive practices that position organisations for growth and we deliver the insight needed to succeed in today's global marketplace. Specialities: Operations Management, team development, service recovery, RPO/MSP/SOW recruitment solutions
• Managing a team of 9 responsible for the delivery of change management contract resource across the bank • Covering end to end processes, the team responsible for 300-500 new roles and 500-1000 extensions per quarter via a largely manual system • Key stakeholder management and MI for all divisional Heads of Resourcing and Group Change Leadership Teams • Responsible for a contractor headcount of over 2100 at peak including co-coordinating a contractor spend of £25m+ per month with the finance team • Improved efficiency of resourcing function by reducing the number of roles unfilled first time from 34% (Q1 2013) to 12% (Q4 2014 • Both delivery and administration teams have consistently delivered against SLA’s during 2014. • Management of the preferred suppliers list including issue resolution, communicating process and policy changes, construction and delivery of quarterly supplier reviews and regular senior stakeholder engagement to develop relationships. • Conducting all supplier PEV audits, up skilling my team members on PEV process changes and audit completion. Also involved in supporting the LBG PEV policy team in major transformation project. • Redefined the recruitment process and procedures and increased efficiency of the back office team by 20% in first 9 months. • Developed KPI’s/SLA’s for both the team and supplier to reflect continuous improvement in service delivery. Resulted in the best performance results from supplier panel since I designed the metrics Q1 2013. • Redefined the finance process resulting in 20% reduction in workload while improving supplier accuracy and introducing clear metrics for the first time in this area. • Part of a project team that implemented a margin reduction project resulting in £100k recovered costs in first 1st year. • Delivered cost savings of £1.8 annually through enforced tenure supplier mark up agreements despite 25% reduction in contractor head count.
Group Change Management Resourcing Brought in to progress the on going change development of an in-house resourcing model. Key objectives set and achieved were; Create and maintain an effective MI suite designed for multiple internal and external stakeholders; Design, create and deliver Supplier review packs linked directly to the MI suite and other internal data sources; Review back office processes to reduce duplication, increase team productivity and produce a system to clearly report daily/weekly tasks. In my first 8 months I had doubled productivity and reduced headcount by 1 FTE. Develop the key business skills of my direct reports for increased productivity. Strategic planning of workloads and appropriate resource planning. Create and update (where possible) process guides and business handover documentation for improved cross training. Ensure that all team members and suppliers meet all aspects of the contractually agreed Service Level Agreements, key performance indicators; then introduce and manage client and candidate satisfaction surveys for continued development feedback. Delivered and reported on cost savings of £1.5m annually through enforced supplier mark up agreements and standardised the process of on going delivery. Oversaw business growth of 20% YTD
Angard Managed Services Brought in as a change specialist to assess, recommend and implement structural and organisational changes to a challenging business as usual deployment team. My changes resulted in reductions of staff absence, clearer working structures, increases to fill rates from 60% to 95%+ inside 6 months and an increase in deployment numbers from 1500 to 2350 heads on a weekly basis without any increases in headcount. My structure was then extended to all areas of the business including account management. Managed the MSP function for the account throughout the business restructures resulting in the function's full integration into the main teams. Further team improvements include the creation of HR files and a clearer training structure for all staff, the appointment of 2 new team leaders and shift supervisors for clearer work streams and structures, new rota and shift patterns resulting in a fairer process, defined holiday and sickness management and protocol. Production of weekly MI for distribution to senior stakeholders within the company and client. Primary contact and liaison with the Christmas project teams assisting in all aspects of deployment through BAU and MSP, and support in managing additional payroll shifts on site. Primary operational team contact regarding Agency Worker Regulation implementation working with the projects team and my own team members to design key processes and complete the required system updates to a deadline. Responsible for the recruitment, development and training of 3 team leaders, and 20+ staff.
RSR Managed Services Significant involvement in the smooth relocation and transfer of business functions to a new Shared Service Centre. Responsible for increased performance of 3 national accounts through development of processes, increased systems developments and on going training of all staff resulting in contract extensions with Reed. On going management of in house and client managed on line systems providing detailed MI and productivity reports. Production and management of a KPI suite for use in monitoring team performance and calculating bonus payments on a weekly and monthly basis. Part of a 4 person management team responsible for 35,000+ temps nationwide. Off site training of REMAS system to national clients. Successful implementation of 2 new national accounts in to MSP.