Human Resources Management

JAY KAHLON

** ******** ****, *******, ***** TW*3 5BT

(079**-******) (020-****-****)

*********@*****.**.**

An enthusiastic, extremely energetic and self motivated Human Resources Professional, with a sound record of managing this area of operation.

Has lead on a number of HR initiatives that have generated revenue as well as cost savings for the Business.

A Professional with `hands on’ experience in a progressive and proactive function, providing first class operational service to the firm, also responsible for developing human resource policy and strategy for the future development of the company and its people.

Enjoys helping individuals to fully optimise their potential and has significant experience in developing, implementing and managing internal and external HR processes such as:

Dealing and resolving Complex ER / IR Issues

Strong Trade Union Exposure - Consultation / Negotiation: GMB – Unite – RMT – TGWU

Managed salary negotiations effectively with Unions both at a Local and National Level

TUPE Transfers

Restructuring Change Projects / Mobilization / Demobilization of Contracts

Change Management

Organizational Development and Culture Change

Compensation & Benefits – Leading on Salary and Bonus Review

Talent Management and Succession Planning

Initiating Management Development Programs to develop high potential across Business

Job Evaluation – Hay Grading

Full Recruitment Cycle including at Board Level

Providing Strategic Direction to Business Leaders and Implementation

Development and Implementation of HR Strategy / People Agenda

Developing / updating policies in line with company and current employment legislation

Working in a Business Partner model providing solutions to all customers to achieve Business results

Seeking challenging opportunities in HR to ensure the overall success of the organisation.

EDUCATION

Luton University

2011 - Phd - Human Resource Management (undertaking)

1993 - 1994 MSc - Human Resource Management

1992 - 1993 Post Graduate - Human Resource Management

MCIPD MCIPD - Upgrading to Chartered Fellow

CAREER HISTORY

06/2011 – 05/2012 During this period went travelling to Canada and America to visit family

11/2010 – 05/2011 BOC Gases

Human Resources Manager

During employment with BOC the position involved providing HR Strategy and HR operational support to 9 sites across the UK, c1800 employees. Also designing and implementing HR tools to support line managers to effectively manage their staff to achieve its objectives in becoming a high performance organisation.

In my time with BOC my achievements include:

• Developing and implementing HR Strategy across the Merchant Packaged Goods Business

• Effectively managed and completed salary negotiations with Unite the Union in 4 hours

• Negotiating / Strengthening relations with Trade Unions

• Dealing with Complex ER Cases

• Disciplinary & Grievance workshops to empower the managers to conduct these effectively

• Managing Sickness Absence

• Competency based interviewing

• Able to provide exemplary performance references from the Business stakeholders

12/2005 – 08/2010 Balfour Beatty Major Civil Engineering

Human Resources Manager

During employment with Balfour Beatty the role involved the development and implementation of HR strategy, policy and procedure that meets the changing needs of a five site, c3800 employee business which includes:

• Negotiating and influencing Directors on HR Strategy and Organizational Development

• Implementing Change Management Programs at Board Level

• Initiating Management Development Programs to develop high potential into future Directors of the Business

• Acquiring Investors in People across the Business

• Developing a Succession Planning mechanism to identify and develop future potential

• Competency based interviewing

• Leading on the Salary Review Process across the Business

• Further developing the Company Car and Bonus Policy to meet each contracts objectives

• Roll out of the revised BB Pension Plan across the Balfour Beatty Group

• Negotiating / Strengthening relations with Trade Unions

• Managing the TUPE implications/joint venture activities incorporating transitions, due diligence

• Restructuring Change Projects / Mobilization / Demobilization of Contracts / Headcount reduction in line with the Highways Agency Budget

• Mobilisation of Areas 2, 4, M1A1, North Somerset Contracts

TUPE transfer programme

Staff Presentations

Harmonisation of T&C’s including Joint Ventures

Recruitment / Internal – External Campaign

Induction

Training

Team Building

• Disciplinary & Grievance workshops to empower the managers to conduct these effectively

• Managing Sickness Absence incorporating the Bradford Factor

• Drugs & Alcohol Policy implementation across the Business

As well as the above, the day-to-day running of 5 sites nationally based ensuring HR is constantly providing and developing the skills, competencies and abilities of employees, to ensure the overall success of the organisation.

The implications of introducing the above HR mechanisms / procedures have financially contributed to the Business as follows:

Revenue generating initiative: Providing Outsourcing HR Service to other BB Companies - £450 per day per person

Succession Planning – Saving on recruitment costs £110,000 and retaining top talent

Investors in People – Continuous improvement measures in place and best practice implemented across Company

Implemented a consistent Company Car and Bonus policy, saving £250,000 during first year for new entrants

The introduction of “One Place” in house recruitment tool, potential saving of £144,000 over 2 years and this figure will increase in line with future requirements and the Highways Services budget

Disciplinary & Grievance workshops to empower managers to manage issues and poor performance, this lead to increased morale, increased KPI’s & ET1 claims reduced by 55% on previous year

Roll out of BB Pension Plan capped at 4% DB Scheme – Company initiative

Managing Sickness Absence by introducing the Bradford Factor reduced short spells of absence by 25% a saving of £91,000 during the first year of implementation

04/2002- 12/2005 Romeike Ltd (Division of the Observer Group)

Head of Human Resources – Reporting to Managing Director

During employment with Romeike the role involved developing HR Strategy at the parent company based in Sweden and translating the people agenda in the UK. Whilst ensuring that the HR strategy was consistent with the commercial needs of the Business to 850 employees nationally based in the UK.

• An active board member generating influencing other Directors on HR Strategy and Organizational Development

• Developing a more robust succession planning mechanism to identify and develop future potential

• Initiating Management Development Programs to develop high potential into future Directors of the Business

• Disciplinary & Grievance workshops to empower the managers to conduct these effectively

• Managing Sickness Absence incorporating the Bradford Factor

• The roll out of a new performance Management system aligning performance and reward

• The introduction and implementation of People Soft across the entire business

• Providing positive, supportive internal HR consultancy for line managers that will enable them to improve their HRM skills and minimise potential challenges

• Development of organizational and management development strategies, which enabled staff to respond to major organisational changes affecting them

• Reviewing and revising where appropriate existing HR policies, procedures and ensuring that they are in line with legal compliance and best HR practice.

• Providing expert HR Advice on Recruitment and Selection, Induction, Performance Management, Welfare and attendance monitoring, Equal opportunities and disability, Compensation and Benefits, Trade union relations, legislation and contributing to the development of HR policies and procedures.

Constantly providing innovative and bespoke solutions to continually develop the skills, competencies and abilities of employees, to ensure the overall success of the organisation.

The implications of introducing the above HR mechanisms / procedures have financially contributed to the Business as follows:

Succession Planning – Saving on recruitment costs £255,000 and retaining top talent

Investors in People – Continuous improvement measures in place and best practice implemented across Company

Implemented people soft across Business incorporating payroll, saving £300,000.

Managing Sickness Absence by introducing the Bradford Factor reduced short spells of absence by 35% a saving of £85,000 during the first year of implementation

Disciplinary & Grievance workshops to empower managers to manage issues and poor performance, this lead to increased morale, increased KPI’s

05-2001/02-2002 Chubb Fire

(Contract) Human Resources Manager

During employment with Chubb the role involved, providing a professional HR Service on a range of personnel and recruitment issues and developing implementing organisational development and change management programmes.

• Assisting in the development of organisational and management development strategies which enabled staff to respond to major organisational changes affecting them.

• Developing quality management systems, which contributed to organisational effectiveness.

• Undertaken specific organisational development projects, business-planning processes, organisational review and change management, which were delivered effectively and efficiently.

• Analysing training and development, and assisting line managers in identifying these requirements for their staff.

• Developing appropriate training and development solutions to fill competence gaps and to achieve business objectives.

• Ensuring databases for HR and Training and Development are accurate and up to date.

• Providing regular statistical information and reports to inform management on performance, manpower, staff turnover, vacancies, etc.

• Advising line management on the application and implications of performance monitoring policies and practices, dealing with poor performers, and setting monitoring performance objectives.

• Providing expert HR Advice on Recruitment and Selection, Induction, Performance Management, Welfare and attendance monitoring, Equal opportunities and disability, Compensation and Benefits, Trade union relations, legislation and contributing to the development of HR policies and procedures.

A number of specific projects included, implementation of Graduate Assessment Centre, design and management, incorporating, Saville and Holdsworth psychometric profiling and testing, competency based exercises. Training and Development for successful candidates, this had been the first Graduate Assessment Chubb had conducted and a similar event carried out on Senior Managers/Directors.

Undertaken a number of acquisitions, which Chubb acquired.

Implementation of new HR Package – People Soft linked to payroll to provide more efficient practice, moving towards online interaction.

Implementation of Stakeholder pension scheme for Chubb’s employees.

Preparing yearly budgets for the department and constantly supporting HR to ensure the overall success of the organisation.

01-1999/05-2001 Compaq Services

(Contract) European Global Services Manager

• During employment with Compaq I had been actively involved in Global Outsourcing in a joint venture to take over Digital, incorporating a due diligence, transition process.

• Managing large transition/change processes within an organisation.

• Identifying, evaluating and negotiating with potential service suppliers

• Manage outsourcing contracts and joint ventures from Employee relations/communications viewpoint

• Managing the TUPE implications of outsourcing/joint venture activities

• Develop existing team into a centre of excellence to offer services throughout the group.

• The overall objective to implement Human Resources to a new strategic and operational level.

• Working with other HR professionals in driving evolutionary change within the business and developing initiatives with regard to improved employment relations.

Once the acquisition had been complete there were other specific projects that involved:-

• Developing consistent recruitment processes and standards across the business that would ensure reduced attrition and minimise recruitment costs.

• Further recruitment of Sales Consultants, Business Analysts, Htmlers, Java Developers, DBA, Web Content, Marketing Executives.

• Devising and implementing key retention strategies including a review of existing benefits and reward schemes.

• Reviewing existing performance appraisal scheme and revising where appropriate

• Providing positive, supportive internal HR consultancy for line managers that will enable them to improve their HRM skills and minimise potential challenges.

Ensuring that the HR strategy is consistent with the commercial needs of the business.

03-1994 / 12-1998 S.I.S Ltd – Heathrow Airport

01-1998 / 12-1998 Human Resources Manager – Reporting to Managing Director

01-1995 / 12-1997 Human Resources Advisor

03-1994 / 12-1994 Human Resources Officer

During employment with S.I.S, the generalist role involved driving effective HR practices through the business with providing HR support across the 2000 employees within a multi-site environment, while leading high profile projects.

• Constantly developing and Implementing HR strategy that would ensure consistency throughout the business

• Reviewing and revising where appropriate existing HR policies, procedures and ensuring that they are in line with legal compliance and best HR practice.

• Providing comprehensive generalist support and advice encompassing recruitment, induction, training, development, compensation, employee relations, industrial relations, performance appraisal, pay, benefits and incentives.

• Strengthening relations with trade unions and working with external partners, providing support, when required, on tribunals.

• To overview the payroll administrator and ensure that payroll and procedures are accurate and compliance with tax and other statutory requirements.

• Co-ordinating disciplinary, dismissal and termination arrangements ensuring that all actions are properly approved and conform to legal and Company standards.

• Managing the TUPE implications/joint venture activities incorporating transitions, due diligence.

• Providing advice and support to managers on all employee issues relating to recruitment, work performance, training, conduct, health & safety, pay etc in line with the Company’s policies and procedures.

• Ensuring a strong administrative foundation for all aspects of the HR function.

• Assisting in the development of organisational and management strategies and change management programmes.

The specific projects included:-

• The roll out of a new performance appraisal system aligning performance and reward

• Developing a more robust succession planning mechanism to identify and develop future potential

• The introduction of an HRIS, (DBA).

• Undertaken a number of acquisitions, which S.I.S acquired.

The implications of introducing the above HR mechanisms / procedures have financially contributed to the Business as follows:

Managing Sickness Absence by introducing the Bradford Factor reduced short spells of absence by 48% a saving of £228,000 during the first year of implementation

Disciplinary & Grievance workshops to empower managers to manage issues and poor performance, this lead to increased morale, increased KPI’s & ET1 claims reduced by 40% on previous year

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