Experience

YCC

• United Kingdom
• Individual and Family Services
• 1 - 100 Employee

• Human Resources Manager

  • Dec 2017 - Present



HSBC

• United Kingdom
• Financial Services
• 700 & Above Employee

• People Change manager, Supplied Services

  • Apr 2016 - Oct 2017

  Supplied Services are responsible for vendor management across customer correspondence, cash management, logistics, records management and operationally for inbound mail and scanning, currency services and payments. c400 people in HSBC and M&S Bank. Senior project manager, supporting large people impacting projects alongside providing coaching, specialist advice and support to managers on complex and sensitive employee related issues. • Facillitated two complex TUPE outsourcing… Show more Supplied Services are responsible for vendor management across customer correspondence, cash management, logistics, records management and operationally for inbound mail and scanning, currency services and payments. c400 people in HSBC and M&S Bank. Senior project manager, supporting large people impacting projects alongside providing coaching, specialist advice and support to managers on complex and sensitive employee related issues. • Facillitated two complex TUPE outsourcing programmes impacting 3 sites and 115 people. Liaised with senior executives, internal and third party ER teams and line managers. Provided guidance and support on selection of third party provider; procedures; chaired people workstream meetings; produced union consultation documentation, site and individual communications and met with all impacted colleagues to discuss individual circumstances. • Managed and supported managers in all aspects of the redundancy process for four projects involving organisational design changes; migration of work overseas; re-engineering of processes; and transfer of work to a different legal entity and site. Ensured the transitions were handled smoothly and sympathetically, mitigating any risk to the business by ensuring compliance with company policy and legislation. Conducted selection exercises and ensured individuals were treated with dignity and respect. • Provided coaching and specialist advice and support to managers on complex and sensitive employee related issues in respect of disciplinary, grievance and capability issues, performance and absence management and all HR Policies and Procedures.

• Centre manager, Retail Distribution Services (RDS)

  • May 2014 - Mar 2016

  RDS were responsible for providing bespoke fulfilment and distribution of stationery products, marketing items, secure tokens, long service awards and gift vouchers to internal and external customers. The site consisted of 4 departments, Warehouse, Customer Fulfilment, Finance & Support and Inventory. • Coached 6 managers to develop and improve the performance of 70 people to ensure the delivery of a high quality customer experience meeting defined service level… Show more RDS were responsible for providing bespoke fulfilment and distribution of stationery products, marketing items, secure tokens, long service awards and gift vouchers to internal and external customers. The site consisted of 4 departments, Warehouse, Customer Fulfilment, Finance & Support and Inventory. • Coached 6 managers to develop and improve the performance of 70 people to ensure the delivery of a high quality customer experience meeting defined service level agreements. • Instigated review of processes, which led to the decision being made to outsource the work to three external suppliers and the site closure. Cost saving of c £2 million per annum achieved. • Led the people workstream within the outsourcing project, worked closely with colleagues in HR, ER and Legal teams in respect of all TUPE related actions. Ensured the needs of the impacted people were fully addressed. Created all consultation documentation and internal communications, delivered messages and regularly met with and updated all employees. • Despite the many challenges of site closure continued to deliver a business as normal service throughout the closure period, with no impact seen on attendance at work and customer service levels.



first direct

• United Kingdom
• Banking
• 700 & Above Employee

• Department Manager, PPI and CPP Customer Relations

  • May 2012 - Apr 2014

  • Created the department, which involved the recruitment and training of 12 managers and 120 people and the design and implementation of processes in line with FCA guidelines. • Built a culture which inspired and empowered people to deliver an amazing customer experience and to develop their skills and capabilities. Increased quality measure to 99.4% and reduced error rate to 8%. • Enabled additional customer facing activities in respect of CPP claims to be introduced in the UK by… Show more • Created the department, which involved the recruitment and training of 12 managers and 120 people and the design and implementation of processes in line with FCA guidelines. • Built a culture which inspired and empowered people to deliver an amazing customer experience and to develop their skills and capabilities. Increased quality measure to 99.4% and reduced error rate to 8%. • Enabled additional customer facing activities in respect of CPP claims to be introduced in the UK by migrating 24 fte of administrative work offshore. Worked closely with teams in India through set up, recruitment and training and successfully transferred the processes within 3 months with no negative customer impacts.

• Sales and Service manager

  • Feb 2010 - Apr 2012

  • Led and managed c500 people, through 6 managers and 40 team leaders, delivering a high quality customer service 24 hours a day, 7 days a week, 365 days a year. • Increased people engagement from 63% to 86% through better communication; improved all aspects of performance management and encouraged personal development, resulting in an increase in performance against all objectives. Telephone satisfaction increased from 81% to 92%; 15% improvement in quality measures; Service Level of 80%… Show more • Led and managed c500 people, through 6 managers and 40 team leaders, delivering a high quality customer service 24 hours a day, 7 days a week, 365 days a year. • Increased people engagement from 63% to 86% through better communication; improved all aspects of performance management and encouraged personal development, resulting in an increase in performance against all objectives. Telephone satisfaction increased from 81% to 92%; 15% improvement in quality measures; Service Level of 80% was consistently achieved and the abandonment rate reduced by 11%. • Ensured, through education, an increased understanding on the importance of compliance and regulatory requirements, following previous audit failings. All future audits were compliant. • Implemented and sustained a number of successful change programmes including a major managerial re-structure.

• Banking Services manager

  • Mar 2007 - Jan 2010

  • Balanced competing priorities between the delivery of customer facing telephony and task based processing across five diverse departments through multi-skilling of people. • Migrated all non-telephone based work off shore to multiple sites, c 100 roles with no impacts to customer service. Delivered and managed all related redundancies. Ongoing management of global relationships

• HR Business Partner

  • Feb 2002 - Feb 2007

  • Developed and delivered a range of HR strategies and services to Customer Services, c1500 people across 2 sites, ensuring the business strategy aligned with the people strategy. Worked closely with business leaders provided trusted consultancy based advice on all aspects of the people agenda. • Supported senior business leaders to facilitate change, including complex re-structures, ensuring the wider implications of the people proposition were fully understood and taken into… Show more • Developed and delivered a range of HR strategies and services to Customer Services, c1500 people across 2 sites, ensuring the business strategy aligned with the people strategy. Worked closely with business leaders provided trusted consultancy based advice on all aspects of the people agenda. • Supported senior business leaders to facilitate change, including complex re-structures, ensuring the wider implications of the people proposition were fully understood and taken into consideration. • Supported the business to maximise the overall contribution of first direct by increasing employee engagement, developing capabilities, reducing absence and attrition and rewarding high performance. • Unite relationship manager. Gained the respect of employee representatives though regular communication, effective negotiation and diplomacy and engendering a partnership approach.