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Experienced Human Resources and Training Professional

Experienced Human Resources and Training Professional

Work Experience

HR Interim Executive WYETH PHARMACEUTICAL (t/o £600m) 08/2001 to present

Remit: To provide a project HR service to this blue chip Fortune 500 Company – the 3rd largest Pharma Co in the UK by turnover.
Role: To work closely with UK HR Director. Influence key stakeholders on the need for change. HR team recruitment. Policy development and implementation. ER investigations.
Key Involvement Areas: Managing Change, Employment law, Employee relations, Performance management, Compensation and benefits, Training, HR operations management.
Key projects and achievements:

· Devised, revised and implemented a significant number of HR policies & staff handbook for the UK and Republic of Ireland (ROI), aligned to commercial business requirements. Introduced these to the business, managing the ‘HR Transformation Project’.
· Designed and implemented employment law /equal opportunities etc training for managers.
· Designed and introduced three ‘Information and Consultation Forums’ to meet the diverse needs of manufacturing/ head office/field sales.
· Redesigned the Sickness Absence Policy saving on an ongoing basis over £300,000 per annum.
· Devised and implemented a 'Damage to Company Car' policy and procedure, saving on an ongoing basis some £400,000 per annum.
· Project managed Data Protection Code compliance (Parts 1 - 3)
· Advised regarding the development of a ‘talent management’ initiative.
· Advised in relation to the current headcount reduction exercise.
· Advised managers re a number of ER cases. Implemented training to reduce incidence.
· Successfully investigated and concluded a high profile harassment case.
· Managed and developed the HR team, recruited HR Manager, Recruitment Executive.
· Recruitment and selection for a number of roles including the Pharmaceutical and Biotechnology Salesforce/Commercial Director/Clinical Research/Country Manager ROI.

Interim HR Manager KPMG 12/2000 to 8/2001

Remit: To provide a management and full Generalist HR service for maternity leave.
Role: To deputise for Senior HR Manager, Financial Advisory Services (FAS) to cover extended absence. To manage the HR function for Corporate Finance and Corporate Recovery, a client group of 900.
Key Involvement Areas: Employee relations, Compensation and benefits, Succession planning, Performance management, HR Operations, Employment law, Resourcing.
Key projects and achievements:

Member of Corporate Finance (CF) Management Team.
Advise CF Board level Management and manage a headcount reduction of 20%.
Special retention project with a view to substantially reduce senior staff turnover.
Assist with the implementation of the intranet based appraisal scheme.
Management and development of a busy team of HR Managers, Officers and Assistants.
Full Generalist service, national co-ordination of firm wide processes for two Client Groups.

Interim HR Manager George Meller Limited 10/2000 to 12/2000

G. Meller Ltd is the leading UK supplier of pumps and associated equipment to the oil and manufacturing sectors. Part of the international AxFlow Company.
Remit: To facilitate the formation of four stand-alone companies in a very tight timescale from the existing Divisions with the aim to sell off non-core businesses.
Role: (1) To proactively manage the TUPE transfer, communication process, and redundancy programme. Work strategically with the Directors and senior management to provide objectivity and direction. (2) To provide business consultancy to a failing subsidiary.

National HR Manager HLB Kidsons 10/97 – 9/2000

HLB Kidsons is a top 10 firm of Chartered Accountants and Business Advisors. Kidsons specialise in the provision of expert advice to the Small to Medium Enterprise (SME) sector. National firm, with 28 offices, 140 partners and 1300 staff.
Remit: To identify and implement best practice in an all encompassing HR strategy and to design these interventions to fit with the firm’s values and culture and to meet present and future business needs. Internal consultancy.
Role: Reported to the HR and Training Partner. Utilised a team of 5 HR Managers to implement policies and procedures at local level. Managing multiple projects.
Key involvement areas: Resourcing, Employee relations, Learning and development; Performance management, HR operations, Employment law, Recruitment and selection, Compensation and benefits, Communications and Investors in People.
Key projects and achievements:

Introduced the concept of self-managed performance review through structured performance management via a bespoke innovative software product.

Developed and replaced the contracts of employment, the terms and conditions of employment and the staff handbook for all staff, ensuring harmonisation across the firm.

Reviewed compensation and benefits to maximise attraction and retention of key staff.

Developed and managed robust partnership selection and seniors development programmes, furthering the aims of succession planning and performance measurement.

Played a lead role in supporting offices in achieving Investors in People award.

Developed an HR Manual to standardise policies, procedures, letters and forms, e.g. recruitment, to minimise Professional Indemnity risk and implement best practice. Introduced structured induction.

Designed and presented specialist people management, performance management and coaching workshops for partners, senior managers, graduates and at client forums.

Overhauled and managed the graduate (60 per annum) recruitment processes, utilising innovative brochures, the milkround and the Internet.

Advising on employment law, involvement in disciplinary and redundancy cases at all levels.

UK Training and Development Manager ADT Modern 12/95 – 9/97

The largest security business in the UK, now owned by Tyco International. Over 2,500 staff,
in 45 branches nationwide. Installs monitored high technology security alarms in business and domestic settings. Five business’ covering CCTV, Sound surveillance, Domestic and Business.
Remit: To define and develop the Group training and development strategy. To maximise the benefits of training, substantially improving internal perception of the training and development team and its products.
Role: Reported to the Director of Personnel, this role was autonomous with a very wide span of control. Managing multiple projects.
Key involvement areas: Learning and development in managerial, technical, secretarial, call centre, IT and sales functions; Performance management; and Resourcing.
Key projects and achievements:

Designed and delivered on a wide range of projects including sales, client relationship management, performance management, I.T., management development to CMS and technical for the five Group Companies.

Ensured product launches were successful in terms of salesperson’s and engineer’s technical competence.

Designed and introduced a performance management structure, including a Managers, competence-based appraisal scheme & an Engineers Grading and Assessment Scheme.

Lead and developed a team of 7 professional trainers and utilising 30 functional trainers.

Introduced Modern Apprenticeships and a bespoke NVQ, gaining TEC funding of £300,000.

Designed and managed the use of development centres, for sales and operations managers, formulating senior management succession plans for the Group.

Training and Development Manager Telecom Security 10/94 - 12/95

Stand-alone ADT/Modern subsidiary. Innovative, fast growing start-up. Top end installer of high technology domestic monitored alarms. 300 staff, multisite.
Remit: To centralise and manage all aspects of learning and development and the training function. Design and implement the companies learning and development strategy. Manage the effectiveness of the training team of four.
Role: Reported to the Personnel Director.
Key involvement areas: Learning and development in managerial, supervisory, technical and customer service areas.
Key projects and achievements:

Established a centralised training function, defined and implemented a learning and development strategy to meet business needs, including a structure to facilitate communication across the firm.

Project-led the successful launch of a leading-edge innovative wire-free alarm system and the successful introduction of a bespoke, fully-integrated computer system.

Developed assessment centres to assist with the firm’s restructuring, moving from a branch- based business to a field-based business with workers based at home.

Designed specific training events for the telesales and sales departments resulting in improved performance of some 30%.

Designed and introduced a raft of training programmes to support Organisational Development, including NVQ's, helping towards a 22% lift to the bottom line.


Consultant London Underground Ltd 7/94 - 10/94

Completed an extensive Business Process Analysis for the Infrastructure Manager, and implemented far reaching innovative solutions, with regard to Organisational Development and job design, resulting in a more effective and customer focused function.
Facilitator/coach London Underground Ltd 5/93 - 7/94

Facilitated and personally coached 10 Directors, 15 Senior Managers and 45 Middle Managers, towards an organisational/behavioural change strategy, using leading edge techniques, across diverse functions and locations. The programme was linked to leadership, performance management, interpersonal and problem solving skills. This resulted in a much more ‘customer’ focused management team. Designed the training evaluation for this project.

Training Manager Oliver Timpson plc 1989 - 1993

Middle market family oriented shoe retailer. National with 1800 Employees 360 branches.
Remit: To develop and implement a learning and development strategy for the firm.
Role: Reported to Personnel Director. Autonomous region of 120 branches.
Key involvement areas: Learning and Development.
Key projects and achievements:

Developed and presented a range of bespoke management courses for senior managers.

Developed the ‘Putting People First’ customer service programme for retail staff.

Implemented succession planning to optimise business potential. Assessed retail NVQ.

Created & introduced a performance review process for first level management.


Retail Branch Manager Oliver Timpson plc 1983 - 1989

Managed all aspects of a number of retail branches with a turnover of up to £750,000.

Recruited, developed (and designed the training scheme) management trainees.


Education

LLM Masters Employment Law. Middlesex Unoversity 2004

MSc Human Resource Management. South Bank University 1999

HNC Business and Finance. Basingstoke College 1990

Diploma in Training Management. Portsmouth University 1994

Psychometric Testing BPS Level ‘A’

Accredited Facilitator: Positive Leadership Practices


Skills

A professionally qualified and experienced Human Resources Specialist with extensive knowledge of and practical skills in Human Resource Management, Training & Development and Organisational Development, gained in professional services, pharmaceutical, high street retail, high technology and public mass transport. Has written a column in the national press on relevant HR issues. Member of DFEE advisory panel.

Languages

English

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