Sarah Gardner Based: LS15, West Yorkshire : 07876 195465 : sarah.gardner73@ntlworld.com

Highly capable, CIPD-qualified HR Manager & Business Partner with over 20 years’ experience crossing

engineering/manufacturing, financial, retail and logistics sectors. Brings a strong blend of strategic, operational and

implementation skills – with proven track record of influencing businesses at all levels. Core experience and delivery includes:

HR OPERATIONS & POLICY DEVELOPMENT

Resolution of difficult employee issues including disciplinary, dismissal, grievance and mediation in relationship

breakdowns, overseeing a large case load of over 100 per year

Development of policy to ensure compliance with new legislation such as Agency Worker Regulations and the removal of

the default retirement age including management briefings and toolkit developments

Design of interactive policy guidance to support managers in the application of updated policies including Equality &

Diversity, Bullying & Harassment, Discipline & Grievance

Application of absence management techniques; coaching line managers on complex cases and promoting the benefits of a

consistent and disciplined approach including resolving long-standing absence issues in all business areas; reducing absence

figures from 7.6 average days per employee to 6.5 days

Line management of HR professionals during periods of significant organisational change to ensure the team were

adequately equipped to deliver an appropriate service; using leadership skills to mentor and influence wider HR team

including new team members to act cohesively and deliver a consistent service to the business and reduce variations in

service levels throughout periods of business change

EMPLOYEE RELATIONS & EMPLOYMENT LAW

Sound grasp of current employment legislation and its implications for developing and applying policy.

Adept operating within and managing unionised environments

Senior employment legislation expert leading and advising on complex cases, tribunal cases, exit settlements and policy

amendments

Employee exit processes that embed a fair and transparent performance management culture whilst balancing a

commercial approach and minimising risk to the business

Involvement in the technical TUPE aspects of transferring all existing employees to the new charitable Trust as an employer

and supported outsourcing of operation teams requiring compliance with TUPE legislation

Implementation of a remote seasonal recruitment processes which managed the risk of tribunal claims for continuity of

service from returning seasonal employees verified by a successful defence of a claim

Worked with Trade Unions and Operations managers to produce framework communications to support the introduction of

GPS vehicle tracking devices to ensure Data Protection compliance

PERFORMANCE MANAGEMENT & REWARD

Management of employee exit processes that embed a fair and transparent performance management culture whilst

balancing a commercial approach and minimising risk to the business

Creation of key management information e.g. absence and turnover, presenting information in an easily-interpreted format

to guide analysis of issues and trends

Supported implementation and maintenance of reward strategy including involvement in individual and annual salary

review process to ensure commercial decisions were reached

Delivery of annualised hours working to reduce discretionary overtime spend and remove legacy contractual payments

Key player in a project to replace outdated Role Profile structure

Working with Finance teams to replace Company Car scheme with Car Cash Allowance including the introduction of grey

fleet checks

Strategic people management training and education tools; development of minimum people management standards with

a supporting online toolkit, against which line manager competency can be measured

EMPLOYEE ENGAGEMENT & PEOPLE DEVELOPMENT

Displacement and redundancy processes in non-unionised and unionised environments achieving payroll reductions of up

to £4 million within challenging timescales

Production of organisational design framework and processes to support structure reviews

Management of communication process to support change management projects

Coach senior managers in how to communicate difficult messages and manage poor performance at all levels including

senior management

Support of leadership teams in employee engagement to promote cultural transformation leading to improved employee

engagement survey results from 38% to 46% in 12 month period

Alignment of policy development to employee engagement aims, values and behaviour measurement

EMPLOYMENT HISTORY

Regional HR Manager Gist Ltd June – Sept 2015

Interim assignment within a supply chain business covering two sites. Responsible for the consistent and effective management

of site HR activities, ensuring that they are aligned to the culture, values and strategies. Supporting the development and

delivery of the HR strategy across the sites with line management responsibility for a team of HR Advisors.

HR Manager Canal & River Trust (formerly British Waterways) 2003–2015

1600-strong multi-site with wide base from manual workers to civil engineers and commercial property specialists.

Delivering a reliable and pragmatic HR service that is solution driven and aligned with the business strategy using a business

partnering approach.

Joining as a stand-alone regional Assistant HR Manager, the role evolved to take on national coverage including Scotland before

its separation from the Trust in 2012, leading a team of 5 remote HR Advisors. Required extensive national travel with overnight

stays.

Main contact for all tribunal and conciliation matters, working with legal partners to achieve commercial results that

support the internal policies

Challenged leadership teams to tackle performance, disciplinary and absence matters to embed a positive performance-

focussed culture

Advised on business planning process providing suggested approaches to ensure payroll costs and headcount were

efficiently managed

Supported the design and delivery of a new performance review process including embedding new organisational

values within the business

Various change programmes including a major restructure in anticipation of readiness for moving to the third sector

Reduced cost liabilities for Estates team restructure by application of appropriate policy saving over £100,000

Promoted the adoption of an internal brand style that follows dyslexia-friendly guidance

Assistant HR Manager Manor Bakeries Ltd, National Distribution Centre, 2001 – 2003

Generalist role supporting line managers on day-to-day and long-term people matters including absence management,

recruitment and employee relation cases. Line management of the support administration team. Specific projects included

successful implementation of an electronic time and attendance system to replace manual clock card payment system, data

protection compliance and introduction of site learning centre.

HR Advisor Rolls-Royce Plc, Energy Business 1998 – 2001

Acting in a generalist role and supporting significant change processes including the sale of a business, international relocation,

redundancy programmes and implementation of ERP (SAP) system.

EARLY CAREER

Began HR career inside Millets Leisure Ltd (retail head office) before developing to Advisor level in financial services (insurance

call centre) and production/distribution sector. Early focus on internal communications, recruitment, redeployment, relocation

and redundancy.

QUALIFICATIONS & TRAINING

- BA (Hons) Combined Studies: Humanities including Interpersonal Psychology and English Literature.

- 4 A Levels including Communication Studies, English Literature and Government & Politics.

- 9 GCSEs including Maths, English Language and English Literature

- CHPD Leadership High Performance Behaviours Assessor

- Diploma in Personnel and Development

- Certificate in Professional Management

- Work-based Counselling Skills

- Certificate in Personnel Practice