Head of HR
Woodhouse Grove School
Total years of experience :3 years, 7 Months
Leading the HR team, consisting of two HR administrators, across three schools, including Woodhouse Grove, an independent public school with approx. 1, 000 students, including 90 boarders.
Strategy & Management:
• Fronted the UK & I Visa process and successfully passed a Home Office Inspection.
• Led organisation changes, including five separate department restructures, redundancies following restructures, and TUPE (Transfer of Undertakings Protection of Employment) of all 42 staff at Moorlands School into Methodist Independent School's Trust
• Streamlined HR processes by implementing a new HR system and digitalising overtime, holidays, appraisals, and absences whilst providing meaningful and regular management information. The system is available on mobile to allow staf fwithout work emails access
• Through the new HR System analysing people data to identify trends, cost of absence and areas of improvement which then feeds into analysing engagement and productivity. This has led to sending out wellbeing surveys and focus groups and analysing the feedback.
• Following the outcome of 'Harpur Trust v Brazel' legal case, reviewed holidays for Teachers, non-term time staff, staff on zero-hour contracts, and part-time staff. Revised holiday pay policy from 12.07% to 5.6 weeks holidays for the appropriate contract and part-time staff
• Working with Head of Academic Staff Development to ensure support and wellbeing initiatives are consistent across all departments of the school and collaboratively work on new projects. Policies & Procedures:
• Implementing a new HR 3 year implementation plan which feeds into the School's 3 year strategy.
• Reviewing and updating all HR policies bringing them in line with current legislation, including amalgamating and updating Terms & Conditions of employment
• Reviewing remuneration and benefits to ensure we remain competitive across the market
• Implemented a new performance-related pay policy (5 levels of outcomes from 'not met' to 'exceptional'), rewarding excellent performers and managing underachievers
• Ensuring compliance with legislation.
• Management of full employee lifecycle, from recruitment and onboarding through to exiting Employee Relations, Engagement & Development:
• Launched Employee Assistance Programme (EAP) and well-being groups with education specialists, including ex-education and Citizens Advice Bureau staff. Data from EAP suggested staff using the helpline to access counselling support and financial guidance, with any employees seeking counselling facing lengthy referral periods with the NHS signposted
• Through both formal and informal mechanisms, built relationships and created an open-door policy where all employees feel comfortable speaking to HR
• Implemented Mental Health First Aiders as part of HR Projects looking into staff wellbeing.
• Managing and supporting disciplinary, grievance, safeguarding and conflict resolution cases, including initiating and executing settlement agreement discussions and paperwork
• Attending employment law seminars and implement changes and improvements into the workplace via SLT meetings, policies and INSET days.
• Following wellbeing survey results, implemented a middle management upskilling programme to support managers in all employee lifecycle matters from onboarding, training, to having difficult conversations, appraisals and investigations.
• Support managers in conducting investigations, chairing hearings by holding frequent meetings to discuss case, progress, structure and communication. In addition to this, I have created report writing templates and support Investigating Managers in reviewing reports and provide guidance on report writing.
• Working with Line Managers, identifying training needs for staff and department specific that meet their objectives. Led and facilitated personality tests to help employees aid understanding of themselves as well as others.