Caroline Mathew CPCC, ACC

Experience

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  Royal Mail

  Nov 2001 - Mar 2005

  Promoted to ensure best people practice and behaviours were established within management teams and 3,000 operational employees at Royal Mail in East and North London, Achievements•Structured analysis of area KPIs resulting in the delivery of a performance review process including a reward and consequence framework which was targeted at improving leadership resulting in an 9% increase in line manager capability scores within the employee opinion survey •Built up strategic collaboration with trade unions to create effective employee relations which led to joint working on business plan which supported the delivery of a £2million pa cost saving (representing 4% of annual expenditure)•Developed and delivered a recruitment and retention strategy to attract and retain managers, successfully filling all leadership roles, led on improving talent pipeline and succession planning•Developed a leadership academy for the top 10% of the leadership population ensuring talent pipeline was nurtured Accountabilities•Delivered HR strategy within a balanced scorecard•Senior team coach responsible for improving personal and professional growth and supported general manager in addressing and building team development including supporting and recruiting key senior appointments, developing talent and managing succession plan•Implemented and delivered people plan in line with national objectives•Partnered and supported general manager to build effective relationship with trade unions Show less promoted to employee Relations Manager, delivered expert advice on national policies and procedures to 190 operational managers West London region with circa, 2,000 employees. Achievements •Actively led industrial relations review in a unit with 500 front-line employees improving their engagement through facilitation and focus groups which led to a 30% improvement in satisfaction levels within the annual employee opinion survey •Initiated and effectively trained and coached managers to independently investigate harassment and bullying complaints which resulted in an increased number of cases that were robust at appeal stage•Developed workshops on effectively managing sick absence improving consistency throughout 25 operational units and successfully delivered sessions with senior manager buy-in Show less

  • HR Business Partner

    Apr 2004 - Mar 2005

  • Employee Relations Manager

    Nov 2001 - Apr 2004
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  Corps Security

  Aug 2005 - Feb 2006

  HR Manager

  Recruited on an interim assignment to project manage and lead on recruitment activity relating to company re-organisation, reporting to HR Director Achievements •Conducted full competency based assessments across national managerial population of circa 100 and led on appointments activity to ensure critical roles filled•Negotiated recruitment contracts and built working relationship with external consultants to ensure talent acquisition and to raise profile of organisation•Led non-executive board appointments•Introduced and deployed succession planning and diversity policies for the organisation Show less

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  Transport for London

  Apr 2006 - Dec 2015

  HR Business Partner

  Transport for London (April 2006 – current)HR Business Partner leading a team of HR advisors responsible for delivering the HR strategy. Working with a team of 800 employees across multiple locations.Achievements •Led HR strategy and culture change programme resulting in improved employee engagement with an improvement of the total engagement index from 58% in 2014 to 64% in 2015•Collaborating with senior management teams to define and agree learning and people strategies resulting in comprehensive NVQ programme delivered to a supervisory and leadership population of 240•Designed and delivered attendance management training for leadership population to manage employee absence professionally and consistently •Conducted full analysis of annual performance reviews and introduced new succession planning tool resulting in robust succession plan ensuring that critical and vulnerable roles have identified successors with development identified•Part of a team of nominated specialists supporting operational managers through a major TfL business change programme impacting on 1,200 customer service managers•Introduced and supported a performance management culture within a challenging environment •Support and coach senior managers with high profile case management resulting in cases being robust at appeal stage•Led on key appointments for critical and scarce resource roles • Manage a team of HR advisors Accountabilities •Partner with senior leaders to deliver business priorities to ensure effective and timely implementation of HR initiatives in line with TfL people strategy•Internal corporate and personal coach working with leaders to achieve goals and improve individual effectiveness •Partnering senior managers to review performance effectively to ensure underperformance tackled effectively and consistently •Work in partnership with the business to build positive relationships with the trade unions Show less

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  Inside-out-coaching

  May 2009 - now

  Owner

  I specialise in Career Coaching for individuals, all coaching sessions are confidential and one to one. My Clients include: People who have been newly promotedExecutives and line managers who wish to deliver effective strategies to improve engagement and individual personal effectiveness People facing restructuring or redundancy Career changersPeople setting up their own BusinessParents returning to work after raising a familyPeople who wish to have a more fulfilling work life and take charge of their careerCareer Coaching sessions include getting clear on what motivates you and your values Putting energising goals in place and understanding what gets in the way of achieving them and moving forward to get that job you want. Show less

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  KeolisAmey Docklands

  Jan 2016 - now

  Talent & Business Engagement Manager

  Responsible for leading cultural change and providing Executive coaching to leadership teams to improve engagement and acceptance to cultural change. Talent Management lead for the organisation Achievements • Coached managers for better engagement through organisational change.•Worked with key stakeholders to identify a range of learning interventions and professional leadership development initiatives, including the design and delivery of a well-received mentoring programme to the leadership group.• Provision of analysis & insights from the engagement survey results that led to identification and prioritisation of high impacting employee satisfaction drivers resulting in a programme of improvement activity delivering a 26% improvement in engagement scores over 4 years. •Designed and delivered a bespoke talent programme for females, to improve the gender balance at managerial levels across the organisation. The Talent programme included: individual high-performance coaching, women in rail mentoring, job shadowing rotations across the business, Insights Discovery and presence & impact training.• Designed and delivered a leadership talent programme to grow the leadership potential of the organisation and further build a resilient talent pipeline.• Introduced a talent management process that identifies and calibrates talent performance for a population of 125 to ensure visibility of individual potential and future successorsAccountabilities • Planning and delivering to support cultural change and engagement with major organisational initiatives • Support the identification and development of successors for senior leadership/business critical roles• Work with key stake holders to identify learning strategies and professional development for leaders• Deliver good strategic advice around Engagement and professional development• Lead and direct the engagement initiatives• Insights Discovery Practioner Show less