Stuart Crawford

Since January of this year I have been freelancing independently with Harwood HR Solutions and have been building up my own retained clients as well as wording on projects across some of Harwood's 500 clients. Projects and activities I have been involved in include:

• Restructuring and redundancy in the food manufacturing industry

• Board level grievance in a sporting association

• Disciplinaries in various sectors, including technology

• Advising on strategic HR solutions; MIS implementation and data analytics for a PR company

• Workplace mediation and coaching for a recruitment company

• General HR business partnering for various companies across a number of sectors including Audio/ visual; heating & plumbing; florists

Key projects included:  Creation of leadership development program for 2,900 leaders across 90 countries with a bespoke element for our top 300 talent.  Creation and implementation of policies relating to how we manage and develop our talent  This included vendor selection process of providers to supply a global platform; consultancy and training services, and virtual coaching services – managing budget of €600,000.  Implement appropriate performance management strategies for senior levels in the organisation  Re-engineer the global performance review process and implemented a 'one Ipsos' approach both, in terms of methodology, as well as re-aligning the Oracle module in a fit-for-purpose way  Review and re-implement the entry-level program called Generation Ipsos in order to appeal to a wider catchment of graduates; improve the content and ultimately increase retention  Transition the annual talent review to Oracle and align all the individual practices with a 'one Ipsos' approach  Create a global plan coming out of Talent Review which focuses on consequences: plan for lower performers but also identify pathways to develop leadership skill in higher/ more senior performers  Improve talent analytics – liaise with internal stakeholders and MIS team in order to identify and implement a more informative suite of talent-related reporting

I led a team of c60 HR professionals with direct responsibility for 15 HR Directors. EMEA is made up of 55+ countries with revenues around €500m; Working with local HR teams and Country management to devise and implement HR strategy  Point of escalation in all ER cases and managing exits from the business  Supporting the business to source and hire key senior positions  Successfully integrated over 500 employees across 14 countries (12 TUPE and 2 non-TUPE) following the acquisition of a competitor company  Designed and implemented a suite of management training across EMEA, some of which is now used globally, such as 'Successful Performance Reviews' for line managers and 'Coaching Skills Essentials'.  Managing the talent identification process to support talent management and cross-border/global mobility  Worked with our Group Comp & Bens Director to rebuild the International Mobility service offering and process. Ipsos is now moving more people around its international network than at any time in its history.  Manage the annual salary and bonus review process across every country and ensure budget compliance  Acted as subject matter expert for the performance and talent modules of Oracle HRIS in order to achieve global implementation in all 88 countries  Design and implementation of a global Talent Acquisition strategy across all 88 countries, including creating of a dedicated TA research team based in a number of locations around EMEA  Point of escalation on all operations HR matters and 'trusted advisor' to senior stakeholders  Key driver in moving to a quasi-Ulrich model, particularly in Africa where we now have a dedicated recruitment resource working across the entire continent/ 12 countries.