I have over 20 years of experience in various roles in HR & Training, Employee Relations, Budget Management, Project Management and office management in public and private sectors.
I am capable of working at a high level, with minimum supervision and using my own initiative, yet ensuring the team leader and team members are kept informed of progress and relevant issues. A self-reliant individual with the
ability to pick up new ideas and concepts quickly, who enjoys learning new skills and methods of working.
My skills include:
Good knowledge of using Microsoft Office packages.
All aspects of office administration, internet research, data entry, customer services, writing reports, appointment booking, office facilities administration, minute taking, Project HR, managing £2-3M budgets, Risk Management, and co-ordinating projects, programmes and activities.
No matter how big or small a task may be, I take pride in producing excwork of a high standard.
Area Covered: South West and Nationwide.
Company Name: AitchBee Personal & Professional Assistance
Work Experience Summary: I have worked as an Employee Relations specialist advising Public Sector procurement and other change projects on the consultation process, and was an embedded official resource supporting the Trades Unions on behalf of the Department. As such, I was the first point of contact for Team Leaders and Project Sponsors, advising on the process, issues likely to arise and possible Trades Unions concerns (including Equality and Diversity matters) so that these could be addressed within their proposals at as early a stage as possible. Working at a high level and with a high degree of independence, I summarised sometimes quite lengthy consultation documents to assist Trade Union representatives in prioritising their workload, and co-ordinated and progressed these consultation documents through the process, providing sponsors with a consolidated response from the Trades Unions. The role involved a good deal of relationship management, promoting and developing good working relationships, at all levels, with (and between) Trades Unions, Project Sponsors, the Official Side, Human Resources Business Partners and the Employee Relations Secretariat. I identified and passed on, to the HR Employee Relations section and the Departmental Council of Civil Service Unions, examples of Employee Relations best practice, so that they could be promulgated and incorporated into other projects. In addition I provided the Trades Unions with Secretariat functions in support of regular consultation meetings, and associated Trade Union side meetings, in various parts of the country.
From 2006 to 2007, I was employed as a Deputy Project Manager for an Estates Management organisation, providing Risk Management for £25M new build and £5.5M refurbishment projects, in support of a major collocation programme for a large client. Again working at a high level with a high degree of independence, I wrote and developed the Risk Management Plan/Strategy for the Estates element of the Collocation Project, taking account of the (sometimes conflicting) requirements of organisational, Prime Contractor and Client Risk Management processes, incorporating best practice wherever possible. I developed good working relationships with customers and suppliers' project teams and other internal teams, working with them to identify risks and opportunities and suitable risk handling strategies. Working within a multi-disciplinary team that included Commercial Officers, Project Managers, Construction specialists, Chartered Surveyors, etc, as well as being located alongside (at differing times) Facilities Management, Environmental Management and Estates Management sections allowed me to gain an awareness of such matters as tenancy and licensing agreements negotiated by and with the Department, environmental and building regulations, the importance of having relevant break clauses, and inventory and condition schedules, as well as efficient and effective management of rental payments.
I regularly monitored and updated the Risk Register, reporting back to Senior Management and the Client, and developed the maturity of the Risk Register, so that the customer could then place reliance on it, as part of their decision making process. I organised Risk Review and Optimism Bias workshops, involving relevant stakeholders, and attended Client Risk Reviews, representing my organisation and, when the Prime Contractor failed to deliver a sufficiently mature Risk Register in support of an Options Analysis and Risk Reduction Study, I worked with internal Risk experts and Quantity Surveyors to rectify this, ensuring Finance & Commercial colleagues were kept informed. Working with a specialist colleague I helped ensure a snagging list was drawn up and progressed, and identified the correct procedures for handover of a newly refurbished building. I organised and took part in the Handover Board, to ensure the customer, and the internal and external Facilities Management organisations were happy to take over ownership of the refurbished building.
From 2005 to 2006 I was employed as an Office Manager, supporting the Area Projects Office of the same Estates Management organisation, where I provided administrative support to teams within the Area Projects Office and to the Area Projects Manager. I co-ordinated resources, including team members diaries, arranged travel, ordered stationery, organised regular team meetings, distributed Minutes and co-ordinated responses to Actions arising. During this period I was able to identify and implement administrative procedures the Projects Office was required to have in place, and also assisted the busy and somewhat overstretched Administration and Finance sections within the organisation's local office, particularly in relation to their support to the Area Projects Office. This position was lost following a reorganisation and centralisation of the Administrative function within the organisation, and I took up my challenging new role on promotion.
From 2003 to 2005 I was the HR and Communications Manager, managing the Human Resources and Communications aspects of a proposed new build project to house 1100 staff. I was responsible for the awareness, publicity and both internal and external communications of the project, co-ordinating Press Releases and Ministerial letters, when required, and liaising with the appropriate parties in customer organisations and the Department centrally. I developed the Stakeholder Analysis and produced the Project 's Human Resources, Communication and Trade Union Consultation strategies and documents. I produced a regular newsletter, was responsible for development of the project 's website and organised and facilitated various Stakeholder Working Groups. I was the first point of contact for Trade Union consultation and the HR implications of the project. I identified requirements for OGC (Office of Government Commerce) Gateway Reviews and carried out OGC's Project Profiling Model assessment of the project (thus identifying likely risk and appropriate Governance arrangements). In addition I collated evidence that was to be incorporated into the Department 's body of evidence presented to a Select Committee, which was looking at whether there was equitable distribution of Civil Service offices across the country. As well as organising Project Management Board, Project Team and Stakeholder working group meetings, I was the Health & Safety focal point for the organisation's local office.
From 2001 to 2003 I was Finance Officer and HR Liaison for an organisation providing Marine Architecture services to a Civil Service department, where I provided a local Personnel, Pay, Training and administrative support service to Group Leader and approximately 80 staff, and managed the circa £2.76M Operating Costs budget. I developed Excel spreadsheets for manpower modelling, and financial recording and reporting, as well as using complex bespoke Departmental financial tools, preparing monthly briefings for the Management Board, and interpreting supporting financial reports. I was the first point of contact for the Department's HR organisation, assisted in the review and revision of the organisation's Training and Succession Plans, and assisted the Group Leader in a Short Term Plan rebalancing exercise, modelling manpower costs, so that he and Assistant Directors could identify areas of possible manpower reductions, assess the risks involved and provide "pain & gain" statements to the Department. In addition I was the Equal Opportunities Officer, Deputy Training Liaison Officer, Deputy Flexi Co-ordinator and Deputy Branch Security Officer (which involved being the focal point for clearances and visas for overseas visits).
From 2000 to 2001 I was a Resources Co-ordinator, for an organisation providing specialist procurement services to public bodies, monitoring and co-ordinating the IT and Facilities Management section's resources and activities, managing a circa £3.2M budget. I developed a financial reporting tool, using Excel spreadsheets & worksheets, for building & IT expenditure, across some 30 UK sites and produced the section's monthly budget & Forecast Of Out-turn. During my time in this role, the organisation began a programme of rationalising and reducing its offices; while not directly involved the Estate Management issues that arose from this, in carrying out the day-to-day management of the accommodation budget, I became aware of the resulting cost and other implications (such as lack of break clauses in tenancy agreements of buildings occupied by the organisation, as well as handover issues and dilapidation costs).
As the organisation's Commercial Officer responsible for low-value contracts and purchases (under £5K), I scrutinised requests for Value For Money (VFM), ensuring governance was observed and placed taut contracts in line with Departmental policy and within delegated authority. I also assisted in the development and maintenance of the section's business plan, and further developed and maintained the organisation's corporate & local Business Continuity Plans.
From 1999 to 2000 I was employed as a Project Co-ordinator within the same organisation as above, co-ordinating the Year 2000 (Y2K) and Business Continuity Management projects; this involved managing a complex strand of projects, impacting on some 800 staff located at 32 managed sites across the country, all with access to an integrated IT system, and which had immoveable deadlines. As well as assisting in the development of corporate and local Business Continuity Plans, I monitored & chased progress, drafted reports, co-ordinated testing, of hardware, software, data and building systems, etc, taking corrective action where necessary and keeping both the Board and Departmental contacts informed as to progress. I was responsible for publicity and awareness of the programmes, through a variety of means (including articles for the monthly in-house magazine, drafting monthly briefings and giving a presentation at the annual Local Office Managers' Conference), as well as for the day-to-day management of the activities of external contractors who were supporting the programme.
From 1998 to 1999 I was part of a team tasked with ensuring the Y2K compliance of the existing corporate Personnel Management Information System of a Civil Service department. I compiled scenarios for business user assurance testing of existing system and used MS Access to maintain a database for testing and the results. I also documented the section's procedures in support of the organisation's Quality Management System and participated in Quality Management focus groups. This naturally led me into the above role, with another organisation, on promotion.
From 1997 to 1998 I was a Model Office Planning Officer in the User Assurance Testing Team, within the Pay & Personnel arm of a Civil Service department. The role of the team was to assess a proposed new corporate HR Management Information System (based on Oracle HR) from a business (rather than IT/Project Management) perspective, in support of both end users and the organisation's business, and I contributed to the planning and establishment of the User Assurance Testing facility, as well as producing and evaluating test scripts.
From 1996 to 1997 I was part of the Work Practices Modelling Team, developing a Work Practices model and documenting the manual activities to be undertaken by users of the aforementioned new corporate HR system. As well as documenting the HR related activities I assisted in the provision of Training Review Workshops and in the development of Model Office procedures.
From 1995 to 1996 I was employed as Data Accuracy Officer within the HR organisation of a Civil Service Department, where I assisted in the preparation for the transition to a new corporate HR Management Information System. I was responsible for maintaining the accuracy of personnel data by investigating discrepancies, identifying authoritative sources of information and liaising with HR authorities and others to advise on corrective action. I also contributed to the training of HR staff in the use of the existing Management Information System.
From 1998 to 1995 I was employed as a Customer Services Officer, within the part of the Department's HR organisation responsible for maintaining the corporate Personnel Management Information System. I provided first-line support to HR authorities, and other customers and stakeholders, keying in and checking data, and dispatching the resulting output, as well as providing ad-hoc information prints as required. During this time I identified a number of common problems with the accuracy of data being provided by HR authorities and, as the other Customer Service Officers also had similar issues, this led to the development of regular, monthly training courses for HR staff (which subsequently became a permanent arrangement). I developed a large part of their content, helping to organise the courses and taking the lead in their design, ensuring suitable content, delivery and media, and the trialling of course material before use. Consequently I wrote and designed a brief and clear, yet comprehensive, guide to using the HR Management Information System, which was found to be beneficial to many HR staff, and I assisted in the revision of the HR System Instructions. I was also the Post Room and Registry Supervisor, and the focal point for HM Treasury and the Cabinet Office, in respect of standing data (eg the issue of new or revised location codes, Department codes, etc).
Education Summary: Studying with the Open University 2009 to Present (currently Book-keeping and Accounting, previously Digital Photography, Refelective and Experiential learning, and Personal Finance in Context, building up modules towards BA/BSc (Open) ).
Association of Project Management Professional (APMP) 2009
European Computer Driving Licence (ECDL) 2004
NEBOSH National General Certificate in Occupational Safety and Health 2003
Project Management Tools & Techniques 2007
The Consultation Process 2007
Risk Management (Principles) 2006
ABC of Business Continuity Management 2001
Member - Institute of Professional Administrators
Associate Member - Association for Project Management
Hourly Rate: £35.00 per hour.