Warren Poole

Experience

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  John Lewis Partnership

  Jul 2006 - now

  As well as the direct people management responsibility of two Reporting & Compliance Analysts, I am responsible for the building and maintenance of MI data that details the performance of Partners and department on a daily, weekly, monthly and yearly basis. I am responsible for encouraging the department to make more data driven decisions and utilise existing visualisation tools. Key achievements:Built a resource planning tool that brings together absence and hours data from our HR system, required volumes from our forecasting documents and planned activity information from our task planners. Utilising Google Sheets, Partners are able to populate tasks in 30 minute slots, with the information then displayed in various ways on Google Data Studio. Understanding Partner tasks in 30 minute slots helps us to better understand the volume and occurrence of non-system related tasks, which better informs future forecasting and resource planning.Using Google Sheets and Data Studio, I created an interactive ‘Knowledge Exchange’ that encourages Partners to share skills with colleagues to lead and support their own career progression. The tool is self-service, allowing for Partners to create and join sessions themselves, with automated emails providing required information. Tool is now being adopted across People Operations, with over 500 Partners being exposed to its potential.Creation of a ‘Performance Hub’ built on Google Data Studio, allowing managers, resource planners and Partners access to information relating to call stats, work volumes, department spend, rotas, quality, service, training and forecasting in one place, displayed in various formats dependent on audience. Tool supports ‘story telling’ by merging data from multiple datasets together to allow users to gain a truer impression of the department’s performance. Show less Pan-Partnership role responsible for the building of new reporting functionality to support a wide range of stakeholders to better understand and interpret their performance related data. Key AchievementsBuilt an ecosystem of reporting linked to the ‘Performance Metrics’ - this enabled users ranging from Branch Managers through to the Retail Director to understand the performance of their branches in relation to the main performance measures. I developed the tool in such a way that allowed for comparisons vs specific comparators, and displayed the data in ways that benefited the specific audience. Tool was further enhanced to provide printable and mobile versions.Developed new Have Your Say / Customer Satisfaction reporting capability for both John Lewis and Waitrose.Pulled together People data to allow the display of Partner related data (FTE, population, absence, turnover), to be viewed in one place, whilst promoting self service to ensure better use of Workday reporting for more detailed information. Built a tool that allowed the recording of regular RM/BM performance conversations - encouraging a focus on the quality of the conversation, rather than the content of the data. Built a tool that could be used by branches during senior management visits to pull together relevant performance data into one place, allowing a focus on the conversation and next steps - both of which could be recorded directly into the tool.Built a large dashboard that supported the redeployment of 8000 John Lewis Partners into alternative Partnership locations during the third lockdown - Partners were automatically grouped into locations based on their preferences, the priority status of the location and their home branch. This allowed redeployment of resource to be swifter, giving branch sight of who was joining them and when, also improving the experience of the Partners being redeployed. Show less Responsible for running routine and ad hoc reports using Toad (SQL) and PartnerLink/Workday. Responsible for building relationships between the Service Centres and the Performance and Planning team, supporting resource planning and forecasting, understanding performance data and work volumes. Key AchievementsPartnership’s Personnel Data Lead for our Furlough (CJRS) claim. Built a complex system of Google Forms, Sheets and Data Studios within a short period of time to support the business to accurately understand the value of our claim. The system allowed us to automatically send different types of furlough letters to specific Partners, match furloughed Partners to opportunities throughout the business for potential redeployment, identified potential errors and corrective action, and gave in depth reporting to senior management, up to and including Director-level. Built a combined MI Suite using Excel for our Personnel Service Centre and Payroll teams - this enabled them to see otherwise unavailable comparative information (we changed systems in March and therefore we were initially unable to compare ‘old world’ and ‘new world’ volumes.) This has also been linked with a resourcing tool.Built Data Studio tool to support Personnel management to understand personnel performance indicators - including the headcount and FTE of the all business units by month, temp/perm split, diversity, new starter volumes, leavers and reasons, training and performance. Whilst this data was available self service, nothing existed that combined it into one place, with the ability to see trend graphs, and filter the information by different characteristics.Built a Data Studio tool that supports our Learning and Development team to understand the success rates of classes used within a business-wide management training scheme. The tool enabled the L&D team to know which locations were popular, ensuring we could maximise the return when investing in the use of external locations. Show less Manage resource within the department to ensure SLA achievement on all work streams and along with a professional and consistent customer experience. As a Line Manager, I am responsible for the personal and professional development of my team, to support them to achieve their objectives and enable future career progression. Key AchievementsImplemented a ‘Capability Matrix’ into the department to support the identification of training needs and speed up the process of identifying trained Partners when allocating tasks.Created a Quality Check hub that enables Partners and Line Managers to complete quality assessments of each other's work, supporting continuous improvement and encouraging peer-to-peer feedback. The hub interacts with 50 individually created Sheets, enabling Line Managers to track the performance of their Partners whilst supporting the training focus of the department. Implemented a Duty Team initiative within the PSC to support service delivery, internal career progression and Line Manager/Partner relations. I liaised with relevant Partners to agree responsibilities, interviewed interested Partners and regularly reviewed progress whilst making improvements. Even though I oversaw the Duty Team, the Section Managers would, on a rota basis, complete the role of Duty Manager. To further support the Duty Team and the benefits that is presents for the department, I took over as the direct Line Manager of the Duty Team, and permanent Duty Manager of the PSC after six months. Made processes relating to off task time, resource planning and overtime more efficient by utilising Google Sheets - this has enabled for easier and quicker analysis of hour usage, whilst speeding up processes for both Partners and Line Managers. I created an interactive Pay Review tool to support the Management Team implement both the 2018 and 2019 Pay Reviews more efficiently. This tool was shared and used within other PSD teams. Show less - oversee the recruitment of new Partners who have the capability and aspiration to deliver Service Brilliance. Within this, ensuring all Partners fulfill all aspects of the Partner Life Cycle. - support Line Managers to deliver a green Partner KRA scorecard relating to appraisals, absence management, pay and hours accuracy and mandatory training completion by holding weekly meetings with ASMs.- support the continued development of Partners by holding training sessions such as the Team Leader Program. Due to an attempt to be more Group-inclusive, I am currently running a program where Partners from four branches are attending. - work closely with the DMRS to ensure a green pay scorecard. Setting weekly targets for all sections based on events and expected trade, whilst following up any adverse figures. - support Democracy on a branch level by coordinating PartnerVoice agenda and discussion meetings and promoting the role and importance of Forum and Waitrose Council. - work with the local community to raise the profile of the branch by participating in Chamber of Commerce events, speaking at local schools and colleges about the Partnership and our Diversity and Inclusion policy and host branch healthy eating tours with local schools and childrens groups. - support the disciplinary process by completing investigations relating to absence and poor performance. - ensure Partners are aware of both branch and Partnership-wide activity by using various communications tools such as Facebook, Whatsapp, branch notice boards and table talkers. - support the branch to become 'Operationally Ready' for Modern Waitrose by using tools such as the Hours Visibility Tool and Capability Matrix to identify training needs in Partners, knowledge gaps within the branch and overages and underages of Partner hour usage. - support the branch with Duty responsibility and fulfill the Floor Manager role. Show less Jan 2015 - Jul 2015:Section Manager, WatersideApr 2015 - Jul 2015:Section Manager, AmbientJul 2015 - Jan 2016:Section Manager, Customer ServiceRole Summary Accountable for the entire Waitrose Customer Service operation within my branch, whilst looking after checkouts, Welcome Desk, food service counters, cash office, PDR and our branch waitrose.com delivery operation. Manage the development of Partners, including three Assistant Section Managers to help support the branch’s performance and their own career progression. Ensure excellent shop displays, compliance and customer service at all times and challenge those that fail within this. Support with managing the branch’s KRAs such as wastage, destroyed and sales, and inspire Partners to take pride in our business in order to help support the achieving of these targets. Key Achievements ● Improved Partner awareness of the implications of their actions on BSA and compliance by challenging poor performance and offering training where necessary.● Increased the pride that Partners have in our business by ensuring Partners are aware of branch results and understand what impacts wastage and how it can be prevented.● Influenced a change in attitude towards working different shifts - gaining more Saturday and evening working Partners with minimal opposition whilst also adhering to a strict pay budget.● Created an environment where continuous improvement from Partner generated ideas is encouraged.● Successfully managed the poor performance of an Assistant Section Manager.● Supported the incumbent Partner Coordination Manager with the recruitment of high quality Partners to fill outstanding and seasonal vacancies. Show less Sep 2012 - Mar 2013:A2B Section Manager, Small ElectricalsMar 2013 - Jul 2013:A2B Section Manager, WomenswearJul 2013 - Mar 2014:Section Manager, BeautyMar 2014 - Jan 2015:Section Manager, CateringLeading a team of selling Partners to achieve the branch and the Partnership's business plan by managing the performance of Partners and inspiring the team to achieve personal fulfillment. Be responsible for the day-to-day running of the department, ensuring high standard of production, display, customer service and representation of the department and Partners at all times. Ensure the legality of the department at all times and challenge where necessary. Key Achievements ● Created a system that recorded invoice payments in order to ensure better accountability and better budget control - challenged brands when irregular or unfamiliar quantity invoices were posted. Successfully challenged a beauty brand, saving £3,000 that would have been otherwise paid and therefore lost.● Helped create a strong team atmosphere that inspired my section to continue to post improved sales records vs. LY, despite a competitive John Lewis branch having a negative effect on branch-wide results.● Successfully managed all of the department’s administrative needs during the busy Christmas run in, including Partners’ Christmas hours, 2014 and 2015 holidays, remaining 2013 accrued holiday entitlements and the recruitment of Christmas temporary staff.● Organised and lead stocktakes and trained fellow Section Managers on the operational system procedures, helping to ensure an accurate and reliable result.● Successfully ensured all yearly appraisals were done, written and actioned on time and in full detail to ensure continued development by Partners.● Successfully transitioned from being a Beauty-based Section Manager to a Section Manager in Catering. Show less

  • People Services Insight Manager

    May 2021 - now

  • Performance Reporting Specialist

    Nov 2020 - May 2021

  • People Data Analyst

    Apr 2019 - Nov 2020

  • Section Manager, Personnel Service Centre

    May 2017 - Apr 2019

  • Partner Coordination Manager, Waitrose

    Jan 2016 - May 2017

  • Section Manager, Waitrose

    Jan 2015 - Jan 2016

  • Section Manager, John Lewis

    Sept 2012 - Jan 2015

  • Team Leader, Waitrose

    Jul 2006 - Sept 2012
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  MOONSHINE CONTENT Co

  Jan 2020 - now

  Wedding Photographer

  www.moonshinecontent.co.uk