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HR /O.D/Change Director

HR /O.D/Change Director

Work Experience


Interim O.D. Manger 10.04 –03.05
Designed & delivered organisational structures and processes for a new IT organisation encompassing 15,000 people and assisted in negotiation of key interfaces within the new division & between the latter and rest of BT.

Career break to spend more time with young family. 07.03 – 10.04

REL Consultancy Group Ltd
Global Human Resources Director `(Salary £138K + £60K o.t.e) 2001 - 2003
Responsibilities: Provision of a full Human Resource and Organisation Development service to 170 professional staff working out of 10 regional centres in Asia Pacific, America and Europe in a highly complex business and people environment with a turnover of circa $ 38 million. Managed and upskilled a virtual team of 6 HR professionals based in the USA and Europe and a key member of the Global Management team responsible for running the business.

Sample Achievements:
q Instigated review of our end-to-end business process, which led to re-mapping of a number of core processes.
q Implemented world wide review of HR policies and processes which lead to a realignment of HR strategy .
q Introduced new governance structure, performance management and compensation scheme for the Board
q Worked with Hay to introduce innovative global remuneration strategy linking pay to relative, cross-regional purchasing power in order to reflect both market rates in the individual countries we employed in but also encourage consultant flexibility when resourcing global projects
q Introduced succession planning and state of the art Development Planning training and systems to radically improve career development opportunities and produce greater transparency of overall world wide talent pool.
q Introduced performance coaching for all employees and personally coached various members of the board, including the managing director
q Redesigned performance management system to establish clearer links between individual and organisational objectives, provide a more rigorous assessment of performance standards by introducing competencies and ensure a globally consistent approach across 3 disparate regions
q Introduced the use of competencies and assessment centres to the recruitment process, streamlined the interview process and raised awareness amongst managers of the brand opportunities recruitment presents. This led to a subsequent improvement in both the quality of candidates recruited and external perceptions of our brand.
q Standardised European employment contracts and closed offices in Milan and Madrid
q Introduced new HRIS to allow global access to information, automate many manually intensive tasks, create better reporting functionality, allow all employees significantly greater access to/control over their own data and reinforce a sense of community amongst our widely dispersed population

Various Consultancy Organisations 1992 - 2001
Managing Director Management Due Diligence Ltd
Director Of Organisational Development UK Personnel Decisions International
Executive Coach The Alexander Corporation
O.D. Consultant & Executive Coach TGA Ltd

Responsibilities: Designing and delivering organisational, team and individual (1:1 executive coaching and assessment) interventions to global blue chip clients at board level; developing new business on behalf of the various consultancies for whom I worked; creating a world class internal Organisational Development practice and providing thought and managerial leadership to 15+ senior consultants in Europe and the USA.

Sample Clients: American Express, Asda, Bechtel, B&Q, Barclays Global Investors, Barclays Premier, Britvic, Cable & Wireless, Capital One, CGU, Deloites, GKN, MacDonald’s, Ministry Of Defence, Royal and Sun Alliance, Superdrug, Threshers, Thompsons and Xerox Learning Systems

Various Consultancy Organisations Continued 1992 - 2001
Sample Assignments:
q Designed a tool for mapping cultural compatibility between organisations wishing to merge with or acquire another organisation and advised organisations on same.

q Delivered 20, 2- day change workshops for senior civil servants in support of the introduction of performance management and led 15 other consultants engaged on the same project.

q Worked with a major retail company to redefine their operational structure, establish an operating board below the main board, clarify their roles, build the team and improve their internal processes

q Assessed a f.. m.c.g. Company’s readiness to move to a service and quality culture and clarified the operational implications of this assessment

q Provided 1:1 executive coaching for board directors in the finance, defence & retail sectors

q Worked with a major communications company to integrate 3 recently acquired companies into one successfully performing division

q Developed change strategy to support I.T. division’s migration from ‘technical experts’ to pro-active business partners with enhanced management & process skills. This strategy allowed line management to clarify and resolve issues in making this transition and raised their commitment to their new role.

q Designed and delivered a global coaching and development planning programme for the HR staff of a major blue chip finance organisation

q Designed and delivered a leadership programme for middle management of a drinks company

Glaxo Manufacturing Services 1988 -1992
Company Management Development Manager 12.’90 – 09.’92
Responsibilities: Provision of full Management development service to the top 50 reports to the board. Included design of the T&D strategy, design/delivery of team interventions, individual career counselling and setting quality standards for the design and use of psychometric and assessment centre tools.

Sample Achievements:
q Using relevant psychometrics, worked with the Board to raise their understanding of the behaviours required for effective teamworking and introduced more effective decision making processes which increased information sharing in the early stages of decision making and raised commitment to team decisions.

q Established closer links between the business planning cycle and the setting of individual objectives through redesigning the performance review and succession planning processes. This also increased the quality of succession information available to the board, and focused the use of development resources.

q Streamlined the process for assessing, recruiting and integrating process 640 Quality Assurance candidates in a 6 month period to maximise effective use of candidates’ and interviewers’ time, minimise costs and hit demanding quality standards.

Glaxo Manufacturing Services Continued
Human Resources Manager 03.’88 - 12.’90
Responsibilities: Provision of a full Human Resources Service to 1,100 staff producing a divisional turnover of £350 million with a departmental budget of £0.7 million and a team of 16 direct reports including specialist pensions, health & safety, training and facilities management staff

Sample Achievements:
q Restructured central personnel function to better align with the business units, provide a more flexible and proactive service and achieve significant cost savings through effective utilisation of specialist resources and re-negotiation of agency staff contracts to affect a £68,000 annual saving. Within this process, transformed HR team from administrators to fully effective business partners.

q Implemented and designed aspects of a 4 year, £10million, manufacturing change strategy and reduced managerial levels from 8 to 4, streamlined pay scales, introduced multi-skilling and performance related pay into a unionised environment, and significantly raised line management’s people handling and change management skills.

q Closed a number of production units, handled union negotiations around this and, variously, made employees redundant/transferred undertakings or found alternative work within the company

Aircall Communications Ltd 1984 - 1988
Human Resources Manager
Responsibilities: Head of function with 9 reports responsible for providing a full H R and training service to 800 staff on 8 UK sites engaged in the provision of telephone answering and direct response services; producing an annual turnover of £80 million.

Sample Achievements:
q Transformed existing HR function from one with low morale, basic skill levels and little understanding of the business into a cohesive, mutually supportive team, recognised by line management as delivering cost effective and innovative solutions to their issues.

q Raised customer service levels, reduced termination rates and decreased staff turnover by rationalising pay scales, introducing performance related pay and creating career development paths

q Introduced succession planning for key operational roles including the design of a graduate recruitment and development programme

Lecturer II in Organisational Studies Leeds Polytechnic 1980 - 1983
Work Study Engineer Greendale Electronics Ltd 1978 - 1979


B.A. Honours Communication Studies (2.1) 1978
Post Graduate Certificate in Further Education 1980
Licensed Saville and Holdsworth OPQ Assessor 1989


Generalist HR on a global basis, Learning and Development, Change Management and Orgainiational Development and post merger/accquisition cultural integration



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