Dorothy-Percy-2
- 1. Dorothy Percy L&D Manager - FTC - Jardine Lloyd Thompson London dorothypercy@hotmail.com - 0790 335 0339 WORK EXPERIENCE L&D Manager - FTC Jardine Lloyd Thompson - London - April 2014 to May 2015 Collaborated and influenced HR Directors/HRBPs to support their specific learning and development needs across 5 Operating Companies, approximately 8,000 employees. Seen as a trusted advisor and subject matter expert. Proficient in selecting and procuring suitable suppliers and managing relationships. Introduced a blended learning approach using 70:20:10 principle Designed and implemented new Management Development Programme to support new/existing people Managers using blended learning approach Engaged local HR subject matter experts and led project to create a series of online/classroom based bite sized performance management topics. Influenced stakeholders to purchase online 360 feedback tool, negotiated best price with supplier, piloted with test group and successfully implemented. Built communication strategy for L&D offering linked to strategic business objectives. Ranged from Executive and Manager briefings, intranet content, diary invites, MDP programme outline and bite sized learning events Created new L&D brand, ('Development@JLT') to drive employee engagement around development. New intranet had over 5,000 visits within first 3 months. Designed new bite sized learning offering for wider population which was cost and time effective. Created new streamlined processes for requesting/ booking and attending events. Attendance was consistently 90% or above, resulting in positive ROI. Designed new Behavioural Competency Frameworks aimed at Senior Managers, Managers and Individual Contributors. Used a 'What and How' approach to set out clear expectations for all employees to support performance management. Supported HR with ad hoc requests including graduate development, team building and bespoke 121 needs. Provided regularly MI reporting . Presented at HRLT meetings on regular basis February - March 2015 - world trip
- 2. Leadership and Management Development Consultant AXA - London - September 2011 to January 2014 Engaged stakeholders via the Ulrich model to consult and gain agreement to deliver against global strategic aims in a complex, global matrix organisation. Business partnered with local OpCo HR teams, (5 Operating companies) including local L&D, Talent, and Pay & Reward • Project owner and SME on Performance Management. Project lead with local PM Champions to deliver against 3 year strategic pillar on global basis. Responsible for improving compliance against performance management aims and deadlines. Design and author intranet content, employee guides and managers toolkit to support delivery. Successful in supporting change culture toward PM becoming a day to day business activity • Completed analysis related to provisional and final PM ratings at mid-year and end of year. Presented to Group HR Director highlighting each OpCo's target distribution curve, application of ratings (by Level, gender and Talent ratings. • Part of project team that help design and deliver the education and roll out of a new global Leadership Framework. • Redesigned and delivered a bespoke Talent programme ('Accelerate'). Partnered with Talent Manager to embed performance management into Talent strategy using 9 box grid aimed at rating potential to support succession planning. • Based on TNA's designed first 'People Manager Competency Framework' - a self-assessment online framework aimed at building capability Managers. Individuals ragged themselves. On completion, tool provided a detailed Gap analysis, behind each RAG a choice of blended learning solutions were offered to close gaps. Framework set out clear set of competencies and expectations (via consultation with all HR community/ senior leaders) for all people managers aimed at building capability across new, existing and newly promoted Managers across AXA UK. Delivered project ahead of time, with a cost saving against budget in excess of £70k October 2010 - August 2011 - Career sabbatical (including travel) L&D Manager Alexander Mann Solutions - London - March 2008 to October 2010 Manage L&D team of 4 including remote management. Performance managed team including 121's, PM reviews, coaching and development. • Collaborated with Global Head of HR to create global strategy linked to Competency Framework for each job family. • Responsible for L&D budget. Produced monthly MI based on feedback. Measured own teams performance against minimum service levels, feedback attained was on average 90% and above. • Redesigned and rebranded L&D called 'Career Development Centre'. Aim was to offer blended learning via a 'virtual' L&D online presence across business operations in UK, Ireland, Europe, Australia and Asia. • Designed over 40 bespoke courses (day and bite size in duration) on various non-technical topics. Published globally via online L&D calendars which launched each quarter in advance Topics linked to specific business and capability needs • Designed a modular based, 'Management Development Programme' for new, existing and emerging managers. Programme was built to support strategic business drivers and objectives aimed at people managers. • Successful in influencing senior stakeholders to invest in assessing global management population, (250) using 360 psychometric tool (TalentQ). Each Manager received 121 feedbacks helping create their personal development plan. • As a result, global management were assessed simultaneously, providing valuable MI across the business. Resulted in targeted development to manage risks and reverse trends such as poor performance management, high attrition.
- 3. • Developed the first 'AMS Foundation Programme' specifically for Graduates and Apprentices aimed at 'growing our own talent' , reducing hiring costs whilst providing clear career pathways • Designed new L&D intranet page and content, Created new L&D policy embedded into HR Handbook, including 'Supported Study' initiative with claw back available to all employees. Produced major cost saving to business as result. • Post audit of L&D Function, AMS gained ISO 9001Accreditation and a Bronze rating from Investors in People 2010 L&D Manager Capital Consulting - January 2007 to March 2008 Established first in house L&D Function. Created strategy which included brand, process, comms, design and delivery. • Responsible for L&D budget. Conducted TNA's with senior management/Executive to understand business needs. Once evaluated, engaged CEO to present strategy. • Using new brand, 'Growing and Learning'), built out L&D function which included course content and curriculums. Use collaborative engagement style to share strategy and ensure attendance .Produced monthly MI to measure ROI. • Designed and delivered over 25 business topics using range blended learning innovations. • Executive/business leaders would engage me to design, develop and deliver bespoke team build events/ training sessions, and facilitation on a bespoke needs basis. • Designed and delivered, 3 day Management Development Programme including organising entire event, procurement of residential venue, materials, guest speakers and content. All Management attended the Programme (mandatory). • Generated revenue for the business via client paid engagement. Conducted TNA with client, followed by bespoke design and delivery - this included RSA, Vodafone, Yahoo, Verizon, Britvic, Amex. • Psychometric Assessment - took responsibility mid-year to maximise investment that was being underutilised. Result was employees in client facing recruitment were offered opportunity to become qualified psychometric administrators (Level A&B). Project was complex with tight timeframes. I established streamline approach to apply including agreement for short term flexible working so those enrolled could study and attend exams whilst still delivering BAU. 65% passed and gained an externally recognised BPS qualification and clients benefitted from the skillset at no extra cost. It was highly acclaimed as a business success with direct impact on employee retention, cultural benefits and increased capability of employees (Recruitment) - Manager RPCushing Limited - London - September 2005 to September 2006 Strategic Focus - Introduced daily team meetings aimed at motivating and energising consultants • Provided accurate revenue forecasts by monitoring individual activity against an agreed set of KPI's for each team member • ROI saw targets exceeded organic growth and promotion of high achieving consultants. • Worked with HR Consultant to create new job descriptions linked to behaviours and competencies required providing hiring model. • Regular performance management to raise awareness of KPI's, business drivers and accountability. Direct impact was increased skills, more commercial outlook and awareness of competitors making each Consultant more business focussed. • Designed bespoke L&D modules to address competencies, behavioural and skills bases aligned to each job description • Additional projects included design of new Corporate Induction Programme. Another was a 2 week classroom based week L&D initiative for new starters to fast track skill sets. Ernst & Young - London - October 2001 to September 2005
- 4. combined with travelling through Africa) • Ernst & Young /PricewaterhouseCoopers /Sumitomo Mitsui Banking Corporation/ Royal College of Nursing Divisional Director PFJ/ Graduate Recruitment Company - London - September 1999 to September 2001 London • Remit was to build a new business-to-business division and increase PFJ's market share and profitability • Hired 13 new consultants, created 4 new teams and led each into new vertical markets. Leveraged existing clients also • Exceeded my revenue target, achieving £990,000 in Year 1, whilst continuing to hire, manage and develop teams • Completed Train the Trainer covering leadership and management skills. Used skills gained to design and deliver an in-house 2 day Management Training Course • Attended monthly Executive meeting and presented monthly management meeting Temp assignments Travel through Asia Pacific to London - London - October 1997 to September 1999 Senior Recruitment Consultant Opal Consulting Group - October 1994 to July 1997 Auckland, NZ • 'Cold' desk recruiting non-qualified and part qualified roles for wide range of Corporate's and SME's on a contingency and retained basis. Top performer within 3 months. Exceeded annual target by 120%. In addition to recruitment fees, sold client paid advertising and achieving revenue as a result • Worked on number successful bids for PSL (Preferred Supplier Agreements). Presented at Board level. Senior Sales Executive -Telecom Yellow Pages - July 1991 to October 1994 Auckland, New Zealand • Sales executive with client portfolio of NZ's major Corporates who had a national spend across all 18 Directories. • Generating new business and increased revenue year on year by exceeding targets for both new and existing business • In top 5% of revenue earners. Exceeded targets set on original portfolio worth of NZ $3.5 million. Achievements including qualifying for sales incentives awards including trips to Noumea and Fiji. • Received highest number of customer letters across all sales executives. Feedback related to my integrity, customer service and follow up. Achievement formally recognised at the annual Company Awards. ADDITIONAL INFORMATION Qualifications University Entrance - Auckland, New Zealand Registered BPS Psychometric Assessor - Levels A & B - Administrator and Feedback Train the Trainer