Project Human Resources work examples

1. KARL WOOD INTERNATIONAL HR AND TALENT MANAGEMENT
+44 (0) 7599 848 489 • karljasonwood@gmail.com London, UK • uk.linkedin.com/in/karljasonwood
CREATIVE: BROADCAST MEDIA ORGANISATIONAL DESIGN
DISCOVERY NETWORKS
corporate.discovery.com/careers
UNITED KINGDOM
September 2015 – February 2016
Discovery Networks International distributes
50 international television brands via 352
localized feeds, with programming available in
45 languages.
Businesses included:
• SBS Nordic
• Eurosport
• Discovery Channel
• Animal Planet
• Discovery Digital
HUMAN RESOURCES OPERATIONS DIRECTOR
Reviewed the current international (Non-US) HR Operations and HR
Shared Services provision within the London based HQ and multiple
global offices including Nordics, Euro North and Euro South.
Key objectives included:
• Devolve HR Shared Services to enhance company-wide HR services
to create a more relevant fit for local markets
• Review HRIS with view to improve access to data, allowing for
better reporting and more targeted impact strategy
• Ensure HR operations are stripped of unnecessary overhead, while
providing flexibility in the activities undertaken and supported
! Clear communication style ! Concisely stated cause and affect focused recommendations

2. CREATIVE: DIGITAL, ADVERTISING AND MARKETING HR OPERATIONS
M INTEGRATED SOLUTIONS
m-is.com
UNITED KINGDOM
November 2013 – February 2015
M is an international, award-winning
marketing, communications, experiential
events, digital creative agency that delivers
brand activations with qualification and impact.
Head Quartered in London, M has
approximately 140 permanent staff with offices
in Berlin and Dubai serving clients worldwide.
Retained clients include:
• British Airways
• BAE
• NATO
HUMAN RESOURCES MANAGEMENT CONSULTANT
In absence of an internal HR function, this comprehensive project
involved a complete overhaul of HR Operations, necessitated by the
continued rapid growth of the organisation. Key deliverables included:
• Installation of purpose-built Learning Management System (LMS)
• Automate the induction and On-boarding processes for new
employees contractors and suppliers
• Create a controlled document archive and basic HRIS
• Policy and Procedure writing, compliant to ISO quality standards and
appropriate to future proof the business
• Design and install an automated Performance Evaluation process,
integrated to the financial systems and with low administrative burden
! Customised employee, contractor and supplier intranet, reference library and
Learning Management System (LMS)
! Tracked and recorded policy and procedure communication
acknowledgement

3. AUTOMOTIVE LEADERSHIP ASSESSMENT AND DEVELOPMENT
MERCEDES-BENZ
mercedes-benztraining.co.uk
UNITED KINGDOM
October 2014 - ongoing
Mercedes-Benz UK is made up of a number of
divisions and is part of Daimler AG.
3,500 employees across the UK are based in
the head office and retail sites, commercial
vehicle centres and various satellite offices.
In addition, MBUK Training and Development
work closely with around 11,000 colleagues
within the franchised retailer network offering
National Occupational Standards (NOS)
accredited training frameworks for:
• Management and Leadership
• Sales
• Customer Service
NATIONAL OCCUPATIONAL STANDARDS (NOS) ASSESSOR
IMI accredited contracted facilitator delivering network-wide Leadership
and Management Assessment and Development Programmes.
Certification programmes involve deployment of 360° Leadership Skills
Surveys and one-to-one Executive Coaching for each Department Lead
and Head of Business.
The nationally-recognised certification process includes an initial
participant assessment, mapped and aligned to the IMI competency
framework, training recommendations to address development needs
and is followed up with a final back-end assessment resulting in the
candidate achieving Mercedes-Benz certification and IMI Accreditation.
To date more than 50 assessments have been carried out.
! Objective driven development tailored to the specific needs of the individual ! National Occupational Standards mapped training and certification

4. LEISURE: HOSPITALITY TALENT MANAGEMENT
HAMILTON ISLAND ENTERPRISES
hamiltonisland.com.au
AUSTRALIA
March 2008 – March 2011
Privately owned since 2003, Hamilton Island is
an integrated resort on Australia’s Great Barrier
Reef. Totalling over 560 rooms, there are five
hotel accommodation options; the average
annual occupancy in the resorts is 75%.
Businesses serviced by Shared Services Centre:
• Qualia - 60 ultra lux pavilions
• Yacht Club Villas - 35 residential villas
• Beach Club Resort - 57 ‘5 star’ rooms
• Reef View Hotel - 364 premium rooms
• Palm Bungalows - 49 bungalows
• 17 Restaurants, Cafes and Bars
• 20 Retail Stores
• Yacht Club - cinema and event space
• PGA Golf Course - club and Golf Pro store
• Great Barrier Reef Airport - commercial
• Marina - 301 berths, ship yard + chandlery
• Public Ferry Terminal - islands shuttle
• Public State School - Years 2 – 6
• Kindergarten/Child Care - ages 3 to 6
• Logistics Centres - procurement, stores
• Civil Services - roads and traffic
• Utilities - power, telephone, optic fibre
• Emergency Services - Police, Fire, Medical
GROUP EMPLOYMENT MANAGER
To support a substantial investment and development program a
centralised employment centre was established.
Managing a team of 10 staff (8 Recruitment Specialists and 2 Contract
Administrators) the Shared Services Employment Centre used latest
applicant tracking and employee onboarding technology systems to
process the arrival flights and staff accommodation requirements of
more than 1200 new employees annually.
Taleo - Applicant Tracking software modules were installed driving
process improvement, key deliverables and better reporting.
Candidate and new hire satisfaction was monitored and reported on via
PeoplePulse surveying software. Calls to the centralised employment
centre were monitored and productivity tracked via the Alcatel Genesys
Customer Care Platform.
There are approximately 2000 jobs on Hamilton Island, supported by a
further 240 employees based in the Sydney Corporate HQ.
To stabilise the largely transient workforce the Employer Brand was
crafted to highlight the career opportunities available on the island,
steering messaging away from perceptions of being an employer for
backpackers to seek temporary work. Examples on the following page.
Additionally, The Robert Oatley College was founded and authorised to
operate as a ‘Registered Training Organisation’. It enrols students and
issues qualifications like other TAFE or Hospitality School in the country.

5. LEISURE: HOSPITALITY EMPLOYER BRANDING

6. CREATIVE: ADVERTISING AND MARKETING HR OPERATIONS
ORIENT-EXPRESS HOTELS
http://www.belmond.com/
AUSTRALIA
October 2000 – December 2003
• The Observatory Hotel
96-room in Sydney having two restaurants,
extensive meeting and banquet rooms, a
highly commercial health club with indoor
swimming pool and tennis courts
• Lilianfels Spa and Resort
86-room edging the Blue Mountains National
Park, sprawled over four acres of grounds
encompassing a Michelin starred restaurant,
swimming pools, extensive health club and
spa, tennis courts and extensive gardens
• The Great South Pacific Express
21-room luxury train comprised of 21
sleeping, restaurant, bar and observation cars
REGIONAL DIRECTOR OF HUMAN RESOURCES
In 2000, Orient-Express Hotels acquired three previously independently
owned properties. A 5-star 5-Diamond city townhouse hotel, a luxury
mountain resort and spa and a luxury tourist train. To attract talent in a
competitive labour market an amalgamated Employer Brand was created
for the newly formed company.
This consolidation involved the implementation of robust HRIS and Payroll
systems, driving a HR Shared Services centre. The Organisation Design
was reengineered to provide greater career opportunities.
THE RITZ-CARLTON HOTEL
COMPANY
http://www.ritzcarlton.com/
AUSTRALIA AND USA
February 1996 – March 2000
The Ritz-Carlton Hotel Company sets the gold
standard in luxury hospitality worldwide.
• The Ritz-Carlton, Rancho Mirage
244-room - Palm Springs, California USA
• The Ritz-Carlton, Double Bay
196-room - Sydney, NSW, Australia
Involved in notable Pre-Openings including:
• The Portman Ritz-Carlton Shanghai
610-room high-end luxury hotel involved
taking over a well-known brand with an
unknown brand, Ritz Carlton took over
Portman Shangri-La Hotel in 1997.
• The Ritz-Carlton, Wolfsburg
170-room first of its kind in style and location,
located at Volkswagen’s worldwide
headquarters.
ASSISTANT DIRECTOR OF HUMAN RESOURCES
Two-time recipient of the Malcolm Baldrige National Quality Award, at
every level The Ritz-Carlton is detail-oriented. Quality improvement and
problem-solving procedures are studied and standards established for all
processes.
To cultivate customer loyalty, The Ritz-Carlton instituted an approach of
“customer customization,” which relies on extensive data gathering and
capitalizes on the capabilities of information technology. Information
gathered via various types of customer contacts were systematically
entered into a database, holding almost a million files.
The worldwide database enabled staff to anticipate needs of guests and
initiate steps to ensure high-quality experiences. Quality Management
initiatives installed:
• Self Directed Work Teams (SDWT)
• Peer Review Panel Grievance Procedures
• Structured Process Improvement Plans

7. LEISURE: HOSPITALITY AND TRAVEL CHANGE MANAGEMENT
REGENT SEVEN SEAS CRUISES
https://www.rssc.com
USA AND MONACO
January 2004 – June 2005
Regent Seven Seas Cruises (RSSC) is a cruise
line, formerly known as Radisson Seven Seas
Cruises, headquartered in Miami, Florida.
The company offers luxury cruises, which visit
over 300 ports worldwide.
Regent Seven Seas specialize in mid-size ships
with accommodation capacity of 700 passengers
with 500 crew.
ON-BOARD HR MANAGER AND PROJECT LEAD
I was responsible for communicating the directives of the significant
corporate rebranding, from Radisson Seven Seas Cruises to Regent
Seven Seas Cruises. Related programmes were rolled out consecutively.
Additionally, I implemented the procedural changes as they relate to crew
operations, which included re-engineering of key leadership positions to
create cross-pollination career opportunities between the Ships to Carlson’s
land-based Hotel operations.
CARLSON REZIDOR
HOTEL GROUP
http://carlsonrezidor.com/
SINGAPORE
June 2005 – March 2008
Carlson Rezidor Hotel Group is one of the world's
largest hotel companies. It has an expanding
portfolio of 1,400 hotels in operation and under
development across a global footprint.
Based in Singapore, overseeing the Asia Pacific
region with hotels in operation across:
• Australia
• Japan
• China
• Thailand
• India & Bangladesh
Involved in notable Pre-Openings including:
• Regent Shanghai
• Regent Beijing
• Park Plaza Bangkok
GROUP DIRECTOR OF HUMAN RESOURCES & TRAINING, ASIA PACIFIC
Following the rebranding project of Regent Seven Seas Cruises I was
promoted to support the establishment of the newly formed Carlson
Hotels Asia Pacific corporate headquarters in Singapore.
Prior to this consolidation, hotel brands owned by Carlson were
independently franchised and run as non-related entities across the region.
Expansion opportunities, predominantly in China and India, commanded a
strengthened, systematic approach to Human Resources operations.
The reintroduction of the Regent brand into Asia created high-value
marketability of my Regent brand experience to property owners.
A centralized multi-lingual Reservations Centre serving 50 hotels in the
region was operated out of Sydney. Carlson Hotels Asia Pacific represented
a diverse set of global brands including:

8. SILANNA
http://www.silanna.com
AUSTRALIA
May 2011 – December 2012
Silanna are engaged in the design and fabrication
of silicon-on-sapphire semiconductor devices.
Stringent processes are adapted into state-of-the-
art designs to produce commercial devices for
power applications.
WORKPLACE HEALTH & SAFETY MANAGEMENT SYSTEM CONSULTANT
Consulting activity focused on the design and implementation of a
WHSMS provided the framework of policies, processes and procedures used
to ensure that Silanna fulfilled all tasks required to achieve its ISO objectives
as a supplier to the US military.
Put simply, the WHSMS was a "Plan, Do, Check, Act" system including
assignment of personal responsibility and auditing tools to implement
corrective actions in addition to scheduled activities. The WHSMS enabled
Silanna to control its occupational health and safety risks and improve its
performance by means of continuous improvement methodology.
CONSUMER ELECTRONICS ISO + WORKPLACE HEALTH & SAFETY
! Electronic Injury Management Form ! Online user e-form completion instruction ! ISO 9000 standard procedure writing