I am currently providing strategic and operational support to the HR team within the council, working on a service plan, HR strategy, Workforce Development and a move to closer integration with the PCT HR Team. I am also offering support to HR Managers and staff on more complex day to day HR issues. I am responsible for managing key service delivery areas, including operational HR services and management infromation provision. I am also responsible for the HR input to developing and procuirng a new ISS system for all back-office functions and particulalry across HR/Payroll. This work is also being complimented by the development of a shared services approach for the Council/PCT and its wider partners. We have underttkaen a major review of key HR policies, including joint development with our PCT partner.

Providing high quality, professional services, primarily in the field of the HR consultancy, Interim HR and executive recruitment, to customer specified requirements. Source, brief and deliver assignments to first class service standards. General/financial management of the consultancy.

I provided consultancy support to the Borough, to assist their Children’s Services to develop a workforce strategy across their partners. Completed the consultation, and preparation of the strategy, which has been subsequently implemented within their new Trust arrangements.

I worked as an Interim HR Manager (Change) within the Council, supporting the major change programme being developed across all areas of the Authority. My role encompassed providing strategic advice to Departments on their major projects, as well as advising the Head of HR on resourcing needs across the various programmes. This included developing a project to implement new shared services arrangements for both HR and Payroll.

Acted as a HR Consultant to the Council, primarily project managing the implementation of the national led single status pay agreement, as well as contributing to specific HR/payroll policy developments.

Spent 2 days/week with the Children’s Trust, which predominantly aimed to address the strategic HR issues faced and worked on a Workforce Strategy for the Trust, which involves consultation across all their key partner organisations, both within the public and voluntary sector. I also undertook a review of the Authorities policies, to assess their compatibilty to the changing needs of an integrated children’s service and worked on changes as needed to aklign them to the Children’s Partnership needs. From early March until October 2005, I also spent 3/4 days a week working for the Adult Services and Health Theme covering the vacancy for the Head of HR, covering both operational, but mainly strategic input. One key area of work was the move the pay bands and reward package to Single Status, within the Council and I managed this at a Departmental level and also contributed at a Corporate level by sitting on the Steering Group, working with Senior Managers and Trade Unions to expidite the process as soon as pracrical. Another key element was to review effectivenes and structures/procedures to achieve a better service provision aligned to changing operational needs both now and into the future.

I provided consultancy/interim support to cover vacancies for two of their Heads of HR roles, over this period. This involved, in addition to the day to day running of the service, a major project on harmonization to LSC contracts of the previous TEC staff transferred over 18 months earlier, and the identification and resolution of Tupe issues allied to this change. I was responsible, within Nottinghamshire and Lincoln, where I was based, for the successful implementation of this programme. Allied to this I was heavily involved in developing and implementing new HR policies/procedures, which were developed to ensure the organisation, had ‘fit for purpose’ systems in place in all areas and that they matched the culture being developed. I managed a number of key issues, including a serious disciplinary/grievance case and a number of redundancies. Also, I oversaw, as part of the HR Team, the transition of the local HR service to a new format, based on a HR Service Centre, regional HR Reps and e-HR service. We also undertook an annual review of salaries for the staff based in our offices, which had a check on equal pay issues built-in. I also played a key role in developing and introducing a new pay structure and a flexible benefits package developed for the organisation.

I was also heavily involved in developing and implementing a change management and OD exercise in the last year, which involved both a reshaping and downsizing programme. I also contributed to the development of and implementation, on a local basis, of a range of significant new HR policies, ensuring they were embedded into the local operations, which include absence management, recruitment/retention and a new performance management scheme. One of my later projects was the TUPE transfer of staff to an external body.