Head of Organisation & Development
AECOM
Total des années d'expérience :46 years, 0 Mois
Currently the Head of Organisation and Development responsible for the development of the AECOM Academy (the Academy approach has being adopted globally), implementing a Learning and Development function, developing and delivering Senior Leaders development programme and running a team delivering learning and development interventions.
Further, we have developed and implemented a regional approach to the development of our supervisors, middle managers and senior leaders’ population; these programmes use a blended learning approach and ensure a return on investment. I have direct responsibility for the design and delivery of the senior leaders’ programme ensuring that it is aligned to AECOM’s values and I work closely with the regions stakeholders to ensure we develop and maintain our talent. Furthermore, responsibilities included the development of the EMEA O&D Strategy and the aligned policy and procedures.
Responsibilities
Employed as the Head of Training responsible for the management and delivery of the training elements of 4 high value diverse projects totalling 1 billion pounds sterling. These projects covered a major aircraft upgrade, retraining of RSAF & BAE Systems ‘technical personnel to meet new demands on the business, managing the delivery of a RSAF training programme for 500 technicians and a Supply Chain upgrade training programme for both RSAF and BAE Systems’ employees. Moreover, I acted as the Responsible Manager for all aircraft related training and held the relevant delegated authorities ensuring training is fit for purpose and safe. Additionally, I was responsible for the contract management of our supplier of the learning and development service for all BAE Systems employees.
During this period I was employed as Programme Manager for BAE SYSTEMS Saudi Arabia on a number of different programmes:
Managing a successful team, related to a 5 billion pound performance based contract to deliver military training to RSAF Officers; aircrew and ground-based specialities. I held the engineering training authority for all aspects of Training and was responsible for the associated Training Management Plans and the Maintenance Organisation Training Exposition.
Furthermore, as a Programme Manager I have managed, delivered and implemented a number of diverse organisational development & training related projects across 5 BAE Systems’ offset companies. I had overall responsibility for developing both learning and organisational development strategies and the supporting business cases, ensuring they were aligned to BAE Systems’ vision within the Gulf region and the development of robust programme management plans.
Other responsibilities have been to develop and implement a strategy to build an EASA 147 aerospace academy that was capable of providing internationally qualified engineers for the aviation industry.
Employed as Head of HR Solutions providing strategic direction to the business function for BAE’s economic offset company, which included managing 10 consultants providing Learning, HR & OD solutions throughout the Gulf. This included the management of 5 Learning and Development Advisors at 5 differing BAE Systems’ locations ensuring BAE Systems’ corporate learning programmes where delivered and the learning and development requirements of the individual locations were met.
Additionally, HR Solutions provided, within the Middle East, a number services such as, corporate change programmes, organisational development initiatives, aiding organisation in recruitment by use of psychometric testing (SHL products), providing certified in-house workshops and management development programmes (CIPD, ILM and IIP etc), undertaking organisational diagnostics, advising on and implementing HR strategies and policies including, e.g: procedures and developing organisational structures etc. The team where successful in assisting Saudi Telecom with their senior executive change programme as well as securing contracts with major banks within the Gulf. To achieve all of the above I was required to have in-depth knowledge of all aspects of organisational development, human resources, project management and consultancy services.
Managing all areas of learning and development for 2000 engineers and 400 Saudi Nationals. I provided senior management locally with direction relating to all aspects of Organisational Development, learning and development and business planning. Additionally, I was selected to develop the training function, at a new Company location. I had the autonomy to manage the function as is required. This site is now operating successfully.
I had direct involvement in the successful development and implementation of the Company’s
E-learning system, which allows line managers access to all areas of learning and development.
In addition, I was charged with driving, locally, BAE Systems’ change processes by acting as an internal consultant, covering all aspects of both learning and development in line with business value plans and objectives.
Employed as the HRD Manager with overall responsible for building a team that could provide a professional HRD function. This being a new post within the organisation, I was tasked with identifying and implementing strategies for staff development and designing operational systems that would allow Company personnel, at all levels, access to learning and development.
The team and I were successful in providing the motivation for the implementation of a Company-wide National training scheme in a cost-effective manner - utilising government funding.
Employed as the General Manager of TMS's Training Centre. Tasks included the business development and management of a Development Centre, from a “Green Field” site. I was directly responsible for all aspects, including the implementation and production of the HR management function including recruitment, reward systems, discipline, researching funding and preparing and operating budgets. This required that I develop a team approach, and coach individuals to develop their skills. Understanding the diversity and the inherent ability of individuals was the key to a successful outcome and required excellent motivation skills on my part, as the original employees were not comfortable or accustomed to working as part of an integrated team or being developed into a multi functional roles.
Employed as a Training Development consultant, providing guidance and support in the strategic development and the implementation of both a bespoke Training Needs Analysis and Course Design process for a joint European helicopter project. In addition, I was responsible for a the project management and a team analysing both the style and standards of a computer based training system and the production of 90 hours Computer Based Training - covering all aircraft systems; designing training programmes for engineering managers, both preparing and presenting, for senior management, reports for customers and attending meetings, on behalf of the Company, with both the European partners and the CBT authors.
Previous to 1982 I was employed as an electronic engineer working on a number of fast jet platforms.
From 1982 till 1989 I was employed as an instructor at RAF Cosford delivering training covering advanced electronics and radar techniques.
After 1989 relevant responsibilities have included the successful development, functional design and implementation of specialist training for avionics engineers. In addition, I directed a project team responsible for designing management training, as part of a Higher National Certificate, for Royal Air Force engineering managers. These training design tasks included all aspects of training needs analysis, evaluation and validation, through to the planning and writing of syllabi - including learning outcomes
2 year course covering all aspects of HRM and Training in the workplace.