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Management Support

Milton Keynes, Milton Keynes, United Kingdom
October 19, 2016

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Dear Sir/Madam

I am a commercial focused, results driven, Senior HR Professional with a dynamic and pragmatic approach to influencing business decisions. A Background in organisation optimisation, change, transformation and organisational development who has 15 years of experience of working at a strategic and operational level with senior Leadership teams up to & including board level with local, European and Global level exposure.

I have vast experience of leading and developing both HR and OD/L&D teams with strong change, project Management and Organisational Development/Transformational experience. Key skills are Business & HR Strategy alignment, Organisation optimization through creative & innovative business and people solutions; Cultural & Behavioural change creating a values driven high performance culture; talent management; employer branding, organisational design & capability building to support a growth strategy, employee relations & engagement & performance management, leadership coaching & development.

I have supported cultural transformation programmes - creating people focused/customer-centric empowered culture of high performing teams. I also have previous experience of heading up HR functions in start-up roles.

Key focus areas include: -

Strategy – Facilitation of business strategy & Organisation effectiveness, budgets, development & cascade of business KPI’s, solutions & process improvement.

Organisational Design/Transformation – Ensuring right vision/design/culture & ways of working to deliver business results

Leadership Development/Organisational Capability – Align/Develop/Performance coach Leaders for the Future

Talent Acquisition & Talent Management strategy, Employee branding, implementation of attraction and retention methodologies and frameworks, capability frameworks, succession planning, cadre development, developing career paths.

Continuous Improvement – Performance Management/Create a LEAN culture/Developing and delivering Focus Improvement (DMAIC) programmes to improve productivity reduce costs, enable growth & drive Innovation and product advancement

Employee Relations – Ways of working – creating high performance culture/teams

Reward - Introduced tools to drive revenue and business growth

HR function - Develop a team which drives the delivery the People agenda efficiently and effectively supporting the business both operationally and strategically – that’s simple to do business with.

Key initiatives include:

Strategy development – Facilitation of Business strategy – enabling collaboration, communication and goal alignment to deliver organisation optimisation.

Employer Brand – alignment of customer, Product and employee brand/Experience supporting talent acquisition, engagement, drive high performance culture

Organisation Design & effectiveness- Supported the restructuring and remodelling of site and team structures identifying fit for purpose, identifying role profiles and key competences to raise the capability and ensure that behaviours are aligned with company values to support current and future growth of the business

Global Talent Acquisition – Introduce frameworks and methodologies to attract key talent to support the delivery of strategic projects. Management of budgets, SLA’s & KPI’s

Talent Management Strategy – Introduce and implement talent management strategies to identify, develop & retain future talent

Leadership Brand – Develop leaders that are role models and build a unique and dynamic culture, driving accountability and autonomy through visionary & inspirational leadership

Employee engagement strategies - delivery Leadership development programmes to support cultural and behavioural change aligning to Company vision and values, engage and deliver creative EVP solutions

Supported the rollout of Innovation, R&D or CI programmes to support enable a culture of knowledge sharing, continuous improvement and employee empowerment so colleagues feel challenged and a sense of ownership – driving a learning organisation

Working in partnership with unions/employee forums to ensure we work together to deliver a culture that supports high values and standards and support effective and sustainable change

Delivery of performance achievement culture versus a performance management culture through performance and psychological alignment. Focus on high performance culture, delivery of challenging opportunities to grow and enable strong team dynamics.

Aligning reward to business requirements to drive high performance and retention of talent – implementation of performance related pay schemes, bonus and incentive schemes and flexible benefits and holistic ways of promoting employee wellbeing.

Develop communication and involvement processes which enable two-way dialogue and ensure colleagues are listen to and have an input to business decisions

Coaching Line managers in owning and being accountable for managing their resources and delivering culture driven performance improvement

I am a Passionate, dynamic, innovative and progressive commercial focus HR professional that delivers value add, tangible business results in an involved, collaborative way of working.

I am looking for a commercial focused strategic HR position within a dynamic, fast paced environment where HR is seen as an enabler to develop and Delivery of Business strategy, Innovation and creativity, ‘Fun’, growth, raising the bar and delivering results.

I look forward to discussing the role & my relevant skills and experience.

Yours Sincerely

Nicola Chilton

Curriculum Vitae

Nicola Chilton

Mobile. 075**-******


A strategic, results focused Senior HR Professional with global, European and multi-site experience working within complex matrix environments with a track record of maximising workforce effectiveness through cultural and behavioural change. A true generalist with strong expertise in business transformation and organisational change; growth and productivity improvement; Employer branding & Talent Management; Leadership Development, employee engagement and continuous improvement.

Vision, creativity and a passion for results; strong influencing, communication and stakeholder management skills across multiple geographies; able to inspire, challenge and coach others to achieve dramatic improvements in performance; expert at both viral change and management of complex projects; talent for balancing strategic and operational focus; strong commercial acumen, dynamic and energetic in approach, passionate about delivering creative and innovative business and people solutions that deliver true tangible business results.


Bingley Grammar School

4 O Levels

2 A Levels

Bradford University CMS Certificate in Humanities

Bradford University BA (hons) Organisation Studies (Psychology in the workplace) 2:1

Diploma in Coaching

FCIPD qualified

Career History

May 2015 to date – UK HR Director

Ingram Micro UK is a subsidiary of Ingram Micro Inc., FST 100 Company, 42 billion turnover, the world’s largest technology distributor and a leading technology sales, marketing and logistics company for the IT industry worldwide. Ingram Micro UK focuses on its specialisations of Ingram Micro Advanced Solutions and Data Capture / Point of Sale businesses, with a wealth of specialist knowledge underpinned by services and solutions tailored for the needs of our business partners today and the future.

Support the UK CEO and leadership team by facilitation of a 3 year UK business strategy focused on high growth strategy organic and via acquisition.

Development and implement 3 year UK people plan aligned to a growth strategy – Key focus areas People, Performance, Culture

Talent Acquisition & Talent Management strategy - development of frameworks and methodology to attract, retain and nurture key talent – Working with marketing to align and deliver customer & employer brand.

Implementation of OD strategy to build short term/long term capability – Building sales capability, technology & product knowledge, learning agility

Align and development leadership teams to develop and deliver strategic direction and role model behaviour – delivery of a ‘global mindset’

Organisational design and effectiveness – Delivery of workshops to enable ‘top 100 talent’ involvement/engagement of business strategy

Cultural & behavioural change – high performance culture

Performance achievement v performance management – Introduction of ‘Crowd-sourced’ performance framework utilising social media – encourage everyday performance coaching and peer feedback

Introduction of ‘Working out loud’ groups – Drive a learning organisation to support innovation & CI, enable peer to peer sharing, learning, self-development, coaching, mentoring, and problem-solving through social media/technology toolkit – cultivating global networking, teamwork and delivery of operational excellence.

Support acquisitions and integration to leverage investment and create ‘one’ Ingram micro

Leadership Team alignment & Development - high performance team

HR Leader for Global & UK acquisitions from diligence to integration, 5 in 6 months

Introduction of Talent Management, workforce planning frameworks, performance management to drive organisation effectiveness

Global and UK restructures - supporting the organisation to get fit for purpose aligned to new strategy - enabling a flexible/agile structure

Professionalising the business - embedding ways of working, values/behaviours required to drive a global mind-set and deliver high performance culture

Introduction and Implementation of HR Business partner model - recruitment of a new team, Deliver HR best practice and drive CI to drive HR & organisational efficiencies

May 2011 – May 2015

Nestle Purina – Head of HR (UK & EU) & Global projects – Global and European Transformation projects.

Global Procurement Transformation project - HR lead for Global Transformation of Procurement across US, EMEA, APAC including Japan Creating one Global function that is aligned and strategically aligned to the business delivering global leverage cost savings & category knowledge and working with suppliers to create value add and innovative business solutions.

Supply Chain Transformation – working with European Supply Chain Executive team based in Switzerland on building and aligning them as a ‘high performing’ leadership team, building and delivering European strategy to align and ensure the internal business is ‘fit for purpose’ to support the Commercial strategy into emerging markets and organic growth.

HR Lead for Organisational Design to support the roll out operational excellence and best practice across Zone Europe manufacturing and HR lead for two new manufacturing facilities being rolled out in Russia and Poland.

Key activities

Implementation of Global Talent Acquisition & Talent Management strategy and methodology

Implementation of OD strategy to build short term/long term capability

Align and development leadership teams to develop and deliver strategic direction

Organisational design and effectiveness

Cultural & behavioural change

Integration of various BU to ‘one’ Nestle ethos

Senior HR Business Partner

Following 100 million capital investment at largest & Strategic site in Europe, Responsible for re-organisation of the site, transforming the performance by developing both the business and HR strategy and re-organisation of the site to deliver operational excellence to enable production optimisation from 40% to 85%, ensuring delivery of current and planned customer demand in UK and Europe from 100 million tonnes to 275 million quality tonnes, to support Commercial strategy in organic growth in the market share by 0.8% year on year.

Implement the HRBP 3 Box Model and develop and deliver a strong commercial, value added HR service to the business

Coaching European Directors and senior management team on transforming the business through Organisational Design, Operational Excellence, delivering leadership brand, talent management, developing a learning, inclusive and high performing culture.

Developed the Business & People strategy, focused on internalising the customer brand into the employer brand through optimization of the ‘Nestle Continuous for Excellence’ operating model and implementation of several OD methodologies ensuring global business alignment

Built the senior leadership team and provided leadership and support to the company throughout significant organisational change, delivering stability to the site and driving their performance and development through transformational coaching, Development and delivering ‘Lead the change’ programme and ‘leaders inspiring leaders’ programme, insights – self-awareness and 360 feedback and 1 to 1 performance coaching

Talent Acquisition & management enabling a high performance culture. Review ways of working and capability frameworks to support operational excellence utilising tools based on 70:20:10, focus on blended learning, Emotional intelligence, High performing teams, NLP, Learning agility, accelerated learning, coaching and mentoring.

Working with European and UK Director teams, Lead Organisational Transformational project to deliver Operational Excellence – focus on ensuring the Organisational design is ‘fit for purpose’ for ‘Vision 2020’ and creating a learning culture to support CI

Design and implement Lean and FI continuous improvement programmes, including Shingo based principles, Develop strategy to deliver cost/efficiency improvement projects whilst building ‘change agent’ capability through the development of a Diploma accredited White belt development programme

Employee engagement and empowerment through systems thinking, appreciative inquiry, goal alignment, creating a coaching culture and empowerment through continuous improvement and basic problem solving

Launched a number of key HR tools, processes and KPI’s including leadership competency model, Implement new Job Framework, Grading and bonus schemes, Talent Reviews, performance management, behavioural development based on 70:20:10 and succession planning, developing a networking ‘cadre’ programme

Goal Alignment – delivering business priorities through Operational Master planning, cascading of metrics through to individual KPI’s.

Oct 2008 to Jan 2011 - Arla Foods – Strategic HR Business Partner

Arla Foods amba is one of Europe's largest dairy companies sourcing approximately 8.4 billion litres of milk a year and employing 16,500 people worldwide with Arla products sold in more than 100 countries with a Revenue of 46,230 Million DKK in 2009 Arla Foods UK plc is home to some of the UK’s leading dairy brands including Cravendale, Lurpak and Anchor and is a subsidiary of Arla Foods amba. It processing approximately two billion litres of milk a year and is one of the UK’s leading dairy companies and a supplier of fresh liquid milk and cream to the top seven retailers. It has circa 2,900 people across the UK

Summary: Strategic HR Business Partner responsible for 3 sites circa 1000 people based at the Leeds Campus, Dairy, Distribution and Transport. Working with the Senior Management teams to support the development and delivery of the people strategies to support productivity and enable growth.

Key responsibility is to ensure that the overall Business Strategy, supply chain strategy and people agenda are integrated into the site plans, KPI’s and objectives.

Performance and Development Coaching of Leadership teams using 360 feedback tools, transformational coaching/leadership toolkit and development and delivery of team improvement sessions to support culture of engagement and ‘high performing teams’

Supported the development of a workforce plan for the new 70 million dairy extension and the delivery of recruitment, capability and skills to given timescales. Development competency based robust assessment centre process to embed a CI culture

Coach and facilitate strong union relationships via consultation within a difficult and complex environment. Reduction of ER issues from 35% to 5% average annual cost saving of 68k

Acting as an agent for change, managing or facilitating key site initiatives and continuous improvement activities, influencing and persuading local management regarding new concepts, ideas and impact on business performance.

Lead the Northern Transport Team’s restructuring process to ensure structures; roles are aligned across UK group – Reduction of Headcount cost saving 83k

Ensure people KPI’s and employee survey plans are aligned to business strategy and are owned and delivered by leadership teams

Roll out of new talent mapping/succession planning tool/across sites and develop a workforce plan to ensure we create talent pools within the business so that we can ensure we have the right people and capabilities to deliver the future growth of the business.

Lead a national review of the annual hour’s system, working with the union and Senior Directors/Managers to ensure we create a win/win solution for both the business and colleagues. Cost saving of 240k per annum

Develop and roll out a new Performance Management toolkit, delivering master classes to 1000 colleagues to support a ‘high performance culture’ and cascade and ownership at every level of Business measures, KPI’s.

Development and implementation of Teamleader and employee development programmes with a key focus on behaviour and delivering results through people supporting a high performance culture and the roll out of Lean.

April 2007 to October 2008

United Biscuits (UK) Ltd – interim Senior HR Business Partner

United Biscuits (UB) is a leading international branded snacks business and is the UK’s leading biscuit manufacturer and No. 2 in snacks. They grew their revenue by 5.1% in 2009 to £1,262 million

Working as part of the Site Leadership Team to develop and deliver an effective HR strategy to support the site’s strategy for innovation and growth

Delivered Organisational diagnostic to business on key issues and potential risks and changes required. Developed Site People plan and KPI’s to minimise risks deliver cultural change, improve productivity, reduce costs and support innovation to support new product growth.

Re-focus HR & Training function in line with the current demands of the business and delivery of Site and HR agenda

Lead the roll out of annualised hours to reduce costs and restrictive practices and to introduce flexibility, embed a self-managed team ethos and increase capacity with an initial Headcount reduction of 11 and an annual cost saving of 250k

Lead and supported Site restructuring projects within Operations, engineering, technical, NPD and Marketing, reviewing current structures, capability, ways of working, meeting annual site Budget cost reduction of 105k

Lead the site Talent mapping process, influencing and facilitating key action plans to identify key risks and develop succession plans

Developed a site ‘Business in the Community’ 3-year plan in line with the new UB ‘Business in the Community’ Manifesto.

November 2006 – April 2007

Georgia Pacific Ltd – HR Project Manager (interim)

Georgia-Pacific is one of the leading producers of tissue, paper, packaging and building products in the world. Here in Europe, the Middle East and Africa, our focus is on tissue and paper products – areas in which we are at or near the head of the market.

Support the roll out of Operational Excellence with an overall project cost saving estimated at 1.5 million.

Support Leadership teams to deliver a reduction of headcount by 100 colleagues from the project planning stage through to completion. Lead and deliver the Operational Excellence recruitment project to meet with overall project deadlines

Project lead in the restructure and relocation of key operations across the UK, cost saving of 2.3 million

As part of UK Leadership team responsible for the roll out of Lean Six Sigma and Kaizen across the UK division

Nov 2005 to Nov 2006

Greencore Sandwiches - HR & Training Manager

Greencore Group plc is a leading international manufacturer of convenience foods. It has 14 manufacturing sites in the UK and the US; and employs in excess of 7,000 people. Manton Wood is the world's largest and most sophisticated sandwich manufacturing facility. Their customers include major supermarket and high street chains, as well as leading forecourt and convenience retailers.

Key objective is to drive through business improvement in line with the business strategy and KPI’s whilst enabling the business to strive towards a people focused environment.

Coaching and supporting management through change, continuous improvement, and people delivering the people agenda

Implementation of changes in policies and procedures, Steering the introduction of new initiatives, Attendance Management scheme, Diversity programme, Standard Manning to increase efficiencies, Employee recognition schemes, communication/union forums and ‘Improving working lives’ focus groups

Stabilisation of workforce by re-tendering agency supply and the introduction of a sole agency supplier that understands the business dynamics. Agency headcount circa 600

ocost saving of 355k per annum

oReduction in Absence 26% to 5.5%

oReduction of Turnover 40% to 15%

oImprove efficiencies by 6%

oReduction in non-compliance issues by 16%

Implementation of several cost saving departmental and management restructures, shift pattern changes – cost saving 35k

The introduction of a structured approach to colleague development, steering initiatives such as performance management, job evaluation, training related grading schemes, Food first programme, 180 degree appraisal for managers, Management development programme, employee involvement schemes

Nov 2002 – Nov 2005

Robert McBride Ltd - HR & Training Manager

Europe's leading provider of private label household and personal care products in UK, France, Italy and Poland McBride is the leading supplier of Private Label Household and Personal Care products for Europe's largest and most successful retailers. Developing and supply products for sale under retailers' own brands they have five factories in the UK, 10 factories in Western Europe, two in Central Europe and One in both China, Vietnam and Malaysia. Turnover is approx. £800m - well over twice the size of the closest competitor split approximately 80% household and 20% personal care products

Key focus to use creativity and innovation to proactively drive and facilitate change. Develop and evolve the HR presence and attain a highly effective and customer focused HR and Training team working proactively with key stakeholders to support the company strategy and objectives

Development of Training function and the establishment of policy and procedures to energise and effectively manage training and development necessary for the achievement of business goals. Produce KPI’s to assess performance of processes to attain both investors in people and support ISO accreditation. Delivery of 600 NVQ’s, 50 ILM Programmes and 12 Engineering apprenceships.

Introduced a Positive Attendance Management system reducing absence from 6% to 2.8%

Development and implementation of Management development programme, job evaluation and performance management initiatives, employee communication channels, staff survey and recognition incentives

Develop and implement Employee Grading scheme, with a

ocost saving of 112k per annum,

oHeadcount reduction of 20 cost saving of 375k,

oIntroduction of self-managed teams.

Supporting the implementation and measurement of business improvement/lean manufacturing techniques across the business overseeing 300 CI projects encouraging employee involvement across all functions supporting an annual site cost saving of 147k

Coach and support the management team on all HR/employee issues and Trade Union negotiations

Develop and Lead the Partnership council, employee/trade union relations and the facilitation of Union Learner Representatives/initiatives; keys skills programme, Personal Development centre

Create a learning culture through systems thinking – inclusion and focus groups to create engagement and empowerment

Dec 1999 to Nov 2002

Bezier Ltd - HR Manager

Bezier is Europe’s largest retail marketing agency with 9 sites across the UK and Ireland offering widespread client support. Providing media solutions to 60 brands and retailers it produces over £85m a year with a turnover of £92million

Responsible for the delivery of HR across two sites with a headcount circa 500, Key focus was to support the Group HR Director to start up and deliver a proactive HR function to support and encourage a culture of innovation and creativity and deliver an employer brand/talent Management strategy.

Key achievements

Developed the sites annual people agenda in line with site objectives, budgets and overall business strategy for growth

In line with business strategy, delivered the workforce plan to ensure we have right talent to support business growth

Implement talent strategy focus on drivers of motivation, recognition, performance, communication and development

June 1997 to Nov 1999

Princes Soft Drinks - HR Assistant

Delivery and facilitation of their Group ‘Tom Peter’s’ Leadership Programme

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