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HR Consultant - Strategic Workforce Planning
Alex Brock
,
Nottingham, United Kingdom
Experience
Other titles
Skills
I'm offering
I help organisations to understand their People requirements so they can deliver their business strategy and objectives.
Markets
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Language
German
Good
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2007 - ?
freelance
Director
Talent77 Limited.
Providing consultancy services in strategic workforce planning and resourcing
Resource Planning Consultancy work - AirTanker Services Limited
Advising the Chief Operations Officer, Engineering Director and HR Director on Resource Planning
• Building a bespoke Resource model which enabled the business to obtain a view of Workforce requirements for 5yrs+
and a more detailed view for 2020
• Developing and implementing a People Data dashboard and reporting capability for the HR Director
• Review and reconciliation of current headcount and improved future governance and reporting
Resource Planning Consultancy work - AirTanker Services Limited
Advising the Chief Operations Officer, Engineering Director and HR Director on Resource Planning
• Building a bespoke Resource model which enabled the business to obtain a view of Workforce requirements for 5yrs+
and a more detailed view for 2020
• Developing and implementing a People Data dashboard and reporting capability for the HR Director
• Review and reconciliation of current headcount and improved future governance and reporting
Operations, Engineering, Planning
2017 - 2018
freelance
Project Manager, Strategic Workforce Planning
Deloitte.
Working on a 'future of work' change programme within Deloitte looking at workforce analytics and workforce planning
Project Manager, Analytics, Planning, Manager
2015 - 2017
job
Senior Manager - People & Organisation
PwC.
Providing organisations with advice on how to improve their recruitment, resourcing and strategic workforce planning capability.
Helping them to implement change in these areas. Also contributed to an internal project on workforce agility.
My primary project was leading the Resourcing and Strategic workforce planning workstreams on a large organisational (c.11500 employees) and HR transformation programme where this defence sector organisation was moving to a balanced matrix.
• Responsible for two workstreams, leading a team of 8 PwC consultants and interims
• Part of PwC programme leadership team - responsible for attending programme and workstream leads meetings, delivery
of milestones and management of associated risks/issues, budget control and PMO responsibilities
• Client relationship management - primary stakeholders being Head of Resourcing and Strategic workforce planning, Head
of Organisational Development and the HR Director
Strategic workforce planning workstream
• Responsible for developing and implementing a new organisation wide Strategic Workforce Planning (SWP) capability
within the client
• Using a Qlikview front end to develop and build a bespoke SWP tool for the client (5-year view of size and shape incl. locations, roles, grades, indicative costs, workforce demographics)
• Data capture and remediation - working with Finance and HR to identify headcount/FTE, cost, role and skills data
• Developed and produced the first set of 11 functional and whole organisation workforce plans giving a clear view of demand, supply (& forecast), GAP analysis, identifying risks and leading to planning interventions and mitigations
• Development of SWP policy and process guidance and documentation - working within Functional Managers and HRBPs
to develop and embed SWP process
• Responsible for the training and skills/knowledge transfer to the client's workforce planning team
Key Achievements:
• Successfully set up the clients SWP capability and delivered the workforce planning contractual milestone
Recruitment Transformation Workstream
• Carried out a review of the current recruitment function capability and strategy; produced a People Committee board
paper on recruitment transformation recommendations which was approved. Support on business case development.
• Established organisational resource requirements and recruitment demand signal and obtained agreement from the organisation on recruitment priorities - leading to more effective recruitment campaign planning and proactive activity
• Improved candidate attraction and sourcing strategies, employer branding and on-boarding
• Reviewed recruitment process and policy - implemented improvements to processes, delivery models and capability of team leading to shortened hiring times and improved candidate and hiring manager experience
• Developed and Implemented a new recruitment MI suite to give visibility of recruitment activity/performance, and the ability to advise the business and add value to their recruitment and workforce decisions
• Responsible for management of third-party recruitment providers, including managing a £2.5m budget for the client
• Confidential work for HRD on future strategic direction of recruitment function, including scenario & cost models
Key Achievements:
• Delivering the most external hires ever to the client's business, 1948 for FY16/17 (23% increase on FY15/16) and increased
net headcount by 948 (186% increase on (FY15/16)
• Improved the delivery capability of the recruitment function and its perception within the wider business
• Delivered a successful recruitment transformation work stream and meeting contractual milestone
Helping them to implement change in these areas. Also contributed to an internal project on workforce agility.
My primary project was leading the Resourcing and Strategic workforce planning workstreams on a large organisational (c.11500 employees) and HR transformation programme where this defence sector organisation was moving to a balanced matrix.
• Responsible for two workstreams, leading a team of 8 PwC consultants and interims
• Part of PwC programme leadership team - responsible for attending programme and workstream leads meetings, delivery
of milestones and management of associated risks/issues, budget control and PMO responsibilities
• Client relationship management - primary stakeholders being Head of Resourcing and Strategic workforce planning, Head
of Organisational Development and the HR Director
Strategic workforce planning workstream
• Responsible for developing and implementing a new organisation wide Strategic Workforce Planning (SWP) capability
within the client
• Using a Qlikview front end to develop and build a bespoke SWP tool for the client (5-year view of size and shape incl. locations, roles, grades, indicative costs, workforce demographics)
• Data capture and remediation - working with Finance and HR to identify headcount/FTE, cost, role and skills data
• Developed and produced the first set of 11 functional and whole organisation workforce plans giving a clear view of demand, supply (& forecast), GAP analysis, identifying risks and leading to planning interventions and mitigations
• Development of SWP policy and process guidance and documentation - working within Functional Managers and HRBPs
to develop and embed SWP process
• Responsible for the training and skills/knowledge transfer to the client's workforce planning team
Key Achievements:
• Successfully set up the clients SWP capability and delivered the workforce planning contractual milestone
Recruitment Transformation Workstream
• Carried out a review of the current recruitment function capability and strategy; produced a People Committee board
paper on recruitment transformation recommendations which was approved. Support on business case development.
• Established organisational resource requirements and recruitment demand signal and obtained agreement from the organisation on recruitment priorities - leading to more effective recruitment campaign planning and proactive activity
• Improved candidate attraction and sourcing strategies, employer branding and on-boarding
• Reviewed recruitment process and policy - implemented improvements to processes, delivery models and capability of team leading to shortened hiring times and improved candidate and hiring manager experience
• Developed and Implemented a new recruitment MI suite to give visibility of recruitment activity/performance, and the ability to advise the business and add value to their recruitment and workforce decisions
• Responsible for management of third-party recruitment providers, including managing a £2.5m budget for the client
• Confidential work for HRD on future strategic direction of recruitment function, including scenario & cost models
Key Achievements:
• Delivering the most external hires ever to the client's business, 1948 for FY16/17 (23% increase on FY15/16) and increased
net headcount by 948 (186% increase on (FY15/16)
• Improved the delivery capability of the recruitment function and its perception within the wider business
• Delivered a successful recruitment transformation work stream and meeting contractual milestone
Recruitment, UP, Manager, Processes, Forecast, Planning, Direction, Campaign, Organization, Development, Support, Transformation, Net, Branding, Business Case, Sourcing, Employer branding, Organisational development, Finance, Management, Leadership, PMO, C, Training, Budget
2014 - 2015
freelance
Resourcing Business Partner, Transmission Operations
National Grid Plc.
Responsible for the resourcing strategy and operational delivery within National Grid Transmission Operations business areas -
Gas Distribution, Electricity Transmission, Gas Transmission and Capital Delivery.
• Leadership of a team of 6 Resourcing Consultants and Co-ordinators managing c. 1200 hires per annum. Working with senior stakeholders across business areas.
• Involvement with Strategic Workforce Planning Projects throughout my business areas to develop better understanding
of resourcing demand signals allowing for more proactive recruitment and improvement to time and cost of hire
• Part of Process Excellence working group to improve processes within recruitment and wider HR
Key Achievements:
• Project managed the delivery of a recruitment campaign for Gas Distribution business (255 hires). Delivering a cost per
hire 85% below allocated budget
• Delivered external hires into hard to fill roles through direct sourcing to a business area that was historically hesitant to explore the external market. Cost per hire of approx. £1,800 v's comparable agency fee of £11,000
• Implemented talent pooling and direct sourcing strategies to improve the ability to access the best candidates, and reduce the time to fill and costs per hire
Gas Distribution, Electricity Transmission, Gas Transmission and Capital Delivery.
• Leadership of a team of 6 Resourcing Consultants and Co-ordinators managing c. 1200 hires per annum. Working with senior stakeholders across business areas.
• Involvement with Strategic Workforce Planning Projects throughout my business areas to develop better understanding
of resourcing demand signals allowing for more proactive recruitment and improvement to time and cost of hire
• Part of Process Excellence working group to improve processes within recruitment and wider HR
Key Achievements:
• Project managed the delivery of a recruitment campaign for Gas Distribution business (255 hires). Delivering a cost per
hire 85% below allocated budget
• Delivered external hires into hard to fill roles through direct sourcing to a business area that was historically hesitant to explore the external market. Cost per hire of approx. £1,800 v's comparable agency fee of £11,000
• Implemented talent pooling and direct sourcing strategies to improve the ability to access the best candidates, and reduce the time to fill and costs per hire
Operations, Budget, C, Leadership, Sourcing, Recruitment, Business Partner, Campaign, Planning, Processes
2014 - 2014
freelance
Resourcing Business Partner
AirTanker Services Limited.
Asked to return given my previous involvement, to assist with an important short-term project to oversee a specific Engineering
recruitment campaign to directly source and recruit 24 permanent Sponsored Reservist unlicensed mechanics and licensed
engineers.
recruitment campaign to directly source and recruit 24 permanent Sponsored Reservist unlicensed mechanics and licensed
engineers.
Engineering, Recruitment, Business Partner, Campaign
2012 - 2013
freelance
Head of Resourcing
TRS.
TRS was set up at request of Government, to provide a platform for helping to redeploy people affected by redundancy within the Advanced Manufacturing and Engineering Sector as a result of Strategic Defence Review cuts.
• Working with central government and sponsor companies such as Rolls-Royce, Airbus, BAE Systems, Siemens, EDF &
Nissan who were looking to recruit and those companies making redundancies. Establishing the numbers, skills sets and timescale of employees in redeployment situations and setting up mechanisms to promote opportunities and facilitate
redeployment
• Responsible for improving the awareness of TRS amongst companies and candidates which included working with Trade
Associations and Professional bodies such as IMechE, IET and with universities to promote careers in the sector
Key Achievement:
• Improving the engagement and numbers of candidates registered on TRS. (110% increase in numbers)
• Helping to retain engineering and manufacturing talent and skills in the sector
• Working with central government and sponsor companies such as Rolls-Royce, Airbus, BAE Systems, Siemens, EDF &
Nissan who were looking to recruit and those companies making redundancies. Establishing the numbers, skills sets and timescale of employees in redeployment situations and setting up mechanisms to promote opportunities and facilitate
redeployment
• Responsible for improving the awareness of TRS amongst companies and candidates which included working with Trade
Associations and Professional bodies such as IMechE, IET and with universities to promote careers in the sector
Key Achievement:
• Improving the engagement and numbers of candidates registered on TRS. (110% increase in numbers)
• Helping to retain engineering and manufacturing talent and skills in the sector
Engineering, UP
2011 - 2012
freelance
Resourcing - Project Manager
Rolls-Royce Plc.
October 2011 - August 2012
Lead on a specific project to identify opportunities to attract engineering and technical candidates from redeployment situations at BAE Systems, MOD, Magnox Limited, and Bombardier. As part of this role I represented Rolls-Royce at Operations Board
meetings for the Talent Retention Solution (TRS). Also, a member of the resourcing transformation project team, specifically
looking at the Taleo improvements.
Key achievements:
• Working with Senior HR stakeholders and the Unions at BAE systems to access sensitive information on the skills sets,
numbers and timescales of employees being released. As a result, I was able to implement bespoke recruitment events
and activities for Rolls-Royce to promote their opportunities
• Negotiated on protocol agreements for the managed transfer of employees from Magnox to Rolls-Royce
• Developed and improved the relationship with Career Transition Partnership which gave Rolls-Royce access to highly
skilled military service leavers resulting in a number of direct hires
Lead on a specific project to identify opportunities to attract engineering and technical candidates from redeployment situations at BAE Systems, MOD, Magnox Limited, and Bombardier. As part of this role I represented Rolls-Royce at Operations Board
meetings for the Talent Retention Solution (TRS). Also, a member of the resourcing transformation project team, specifically
looking at the Taleo improvements.
Key achievements:
• Working with Senior HR stakeholders and the Unions at BAE systems to access sensitive information on the skills sets,
numbers and timescales of employees being released. As a result, I was able to implement bespoke recruitment events
and activities for Rolls-Royce to promote their opportunities
• Negotiated on protocol agreements for the managed transfer of employees from Magnox to Rolls-Royce
• Developed and improved the relationship with Career Transition Partnership which gave Rolls-Royce access to highly
skilled military service leavers resulting in a number of direct hires
Operations, Service, Engineering, Recruitment, Transformation, Retention
2010 - 2010
freelance
Consultant (Interim)
Leicester City Council.
Responsible for setting up and shaping a new Vacancy Management Service with the purpose of identifying ways to reduce costs and overall use of agency workers and consultants - where possible to recruit permanent replacements. Management of an annual agency
worker spend of circa £18m - comprising approx. 1150 assignments and 900 agency workers
Key Achievements:
• Reduced year on year agency spend by £2m in 6-month period vs. target of £1m in first year
• Identified £500k cost saving through changing overtime policy for agency workers
• Design & Implementation of more robust and meaningful Management Information for Council Senior Leadership
worker spend of circa £18m - comprising approx. 1150 assignments and 900 agency workers
Key Achievements:
• Reduced year on year agency spend by £2m in 6-month period vs. target of £1m in first year
• Identified £500k cost saving through changing overtime policy for agency workers
• Design & Implementation of more robust and meaningful Management Information for Council Senior Leadership
Design, Leadership, Management, Service, Implementation, Interim, UP
2008 - 2010
freelance
Resourcing Business Partner
Admin RE UK Limited.
Responsible for managing the day-to-day activities for permanent, temporary and contractor recruitment - including managing
c.280 IT contractors with an annual spend of c£30m
Key Achievements:
• Recruitment spend savings of £2m through renegotiating terms, rationalising suppliers and improving processes
• Developed a bespoke on/off-boarding system and database to provide mechanisms for monitoring contractor recruitment
authorisation, aid reconciliation of contractor numbers and facilitate a smooth transition for contractors joining and leaving the business.
c.280 IT contractors with an annual spend of c£30m
Key Achievements:
• Recruitment spend savings of £2m through renegotiating terms, rationalising suppliers and improving processes
• Developed a bespoke on/off-boarding system and database to provide mechanisms for monitoring contractor recruitment
authorisation, aid reconciliation of contractor numbers and facilitate a smooth transition for contractors joining and leaving the business.
Database, C, Recruitment, It, Monitoring, Business Partner, Processes
2008 - 2008
project
Recruitment Specialist
The Royal Town Planning Institute.
Responsible for providing recruitment expertise; coordinating and undertaking the recruitment across 9 regions for Planning Aid.
Recruitment, Planning
2008 - 2008
freelance
HR Consultant (Interim)
University of Nottingham.
Reporting into the Head of Shared Services and HR Director, this was a short-term contract to review the recruitment administration
function within the HR Shared Service (HRSS) centre of the university.
function within the HR Shared Service (HRSS) centre of the university.
Administration, Service, Recruitment, Interim
My education
1995
-
1999
Sheffield Hallam University
BSc Hons - 2:1, Urban Land Economics
BSc Hons - 2:1, Urban Land Economics
1991
-
1995
Tavistock College
Secondary, GCSEs and A Levels
Secondary, GCSEs and A Levels
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