Ettie McCormack
Organisational Change and HR Executive
Mobile : 07833 292 123
Email : ettiemac@glinford.com
Linked-in : http://www.linkedin.com/in/ettiemccormack
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A bold, energetic and bottom line driven senior interim with global HR expertise in transformational change and
leadership. Extensive experience of multinational, complex organisations that are undergoing transformation and
change. Pragmatic and focused with a strong emphasis on team work and achieving results through building strong
personal relationships and partnering with stakeholders at all levels of an organization, developing strategic and tactical
solutions to achieve critical business objectives. Ettie takes a holistic approach to driving sustainable growth and change,
ensuring her clients have continued success far beyond the term of the engagement.
Fluent Spanish speaker with key skills and results working with organisations to tackle business and people capability
challenges.
Industry Sectors
Technology, Telecoms, Financial and Professional Services, Public Sector, Oil & Energy, Outsourcing, Civil Engineering,
Transportation
Skills and Experience
Strategic Planning & Implementation; Project Management; Change Management; Workforce, Learning and Talent
Analytics; KPI Identification and Executive Reporting; HR and Cultural Transformation; Organisational Development;
Talent Acquisition and Management; Executive Development and Coaching; Learning & Development Strategy and
Implementation.
STEP Forward Solutions Ltd
February 2009 – present
Completed Interim Assignments
Experian UK & I and EMEA – Interim Project Manager,
March 2014 – October 2014 & April 2015 – September 2015
Project managed a talent initiative for FTSE100 Company to provide a career framework for a professional workforce
across EMEA region. Initiative presented and adopted globally by the Global HR Leadership Team for implementation in
2016.
Key Achievements
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Led a team comprising 4 work streams (HRIS/MI, Technology, L&D and Rewards) to design, develop, test and
implement a technology enabled solution to support employees and managers in career development and
performance discussions.
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Developed methodology, processes and resources for individuals to drive career progression in line with Experian’s
business objectives and workforce requirements.
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Review of job family structures to ensure data integrity; liaison with country HRMs to undertake data cleansing and
preparation for loading to the ‘Career Central’ portal.
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Developed role profiles, competency models and career paths to support the technology solution; process mapping;
stakeholder management; executive reporting with change and communication plans for portal launch in September
2015.
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Full handover for phased rollout of remaining job families through 2015/2016.
PA Consulting – Interim Transformation Change Consultant
January 2015 – April 2015
Strategic support to design a learning function for a transitioning MOD department. Co-designed a Skills Improvement
Strategy & Implementation Plan, together with a framework for delivery of learning and development solutions through a
digital Academy. Developed and launched Phase 1 of the Digital Academy in April with sustainable plans in place for
following phases and success metrics.
Ettie McCormack – ettiemac@glinford.com Mobile : 07833 292123
STEP Forward Solutions Ltd : Strategic Development – Talent Management – Emotional Intelligence – Performance Coaching
BP – Interim Impact Measurement Consultant
October 2014 – December 2014
Worked with the Head of Impact Measurement – Talent & Learning providing change management expertise to transition
learning impact measurement. Design, development and implementation of BP wide impact measurement strategy,
methodology and standards to measure the impact and effectiveness of BPs complex learning landscape (50,000 target
end users)
Key Achievements
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Designed a standard transition approach and toolkit that can be tailored by various learning academies based on their
needs.
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Defined a Phase 1 end-to-end operating model with process modelling and mapping of impact measurement
methodology.
KnowledgeAdvisors (Now CEB) – Interim Senior Measurement Consultant
January 2013 – March 2014
Consulted with organisations to optimise their human capital investments through practical measurement guidance and
strategies that allow for faster, more accurate, data-driven decision-making. Led and supported project teams to develop
and deliver Learning and Human Capital solutions. Consulted with multiple blue chip clients across various industries and
sectors to measure and improve strategic, costly and visible investments in Talent Development and Learning, particularly
high investment programmes. It is then supported with full project and change management activities to ensure successful
delivery and measureable ROI and ROE results. Sample clients across multiple industries and sectors included Lloyds
Bank, Deloitte, EY, Unilever, BA and Virgin Airlines.
BP – Interim Service Design Consultant
April 2012 – December 2012
Work stream lead of a programme office team with the remit to implement Cornerstone on Demand and standardise
processes of a centralised global learning operation and align to business priorities. Developing solutions for the Global
Learning Management Services (GLMS) in safety and business critical roles for 80,000 global employees. (e.g.
competency assurance, rationalise redundant content, create operational efficiencies, etc.).
Key Achievements
 Designed a suite of competency management services to support the Target Operating Model (TOM) in its 2013
implementation.
 Developed competency models for the Learning Operations function and Centres of Expertise being recruited for
permanent roles identified in the organisational design phase.
 Partnered with HRIS and IT teams to align project deliverables with configuration, testing and migration plans of
Cornerstone.
 Developed working group from stakeholders in the business to contribute to the governance and standards required
for competency management, leveraging their engagement to act as champions within the business environment.
 Process mapping of competency management services to organisational goals.
Halcrow (Now CH2M Hill) – Interim Project Manager
August 2011 – January 2012
Project managed delivery of Career Management Framework for professional workforce of 6,500 global employees. The
initiative, scheduled to launch in April 2011, was running 6 months behind schedule. Responsible for getting project on
track and provide key deliverables over compressed 3 month period.
Key Achievements
 Conducted audits of existing resources in specific areas of role profiles, competency management linked to resource
and capability management processes.
 Designed and developed on-line competency assessment solutions and processes to assess existing skills and provide
reports for 2012 action planning. Delivered in-house IT solutions to realise savings in excess of £100k over preferred
external supplier.
 Developed communication plans and stakeholder management strategies.
 Supported the director of Rewards mapping to new roles and levels for restructured organisation and relevant grading
structure.
 Assisted in multiple HR transformation activities as the function began restructuring and centralising employee services.
Led Halcrow global frameworks integration activities in discovery and recommendations phase of the CH2M HILL
acquisition.
Ettie McCormack – ettiemac@glinford.com Mobile : 07833 292123
STEP Forward Solutions Ltd : Strategic Development – Talent Management – Emotional Intelligence – Performance Coaching
Sitel (UK&I) Limited – Interim HR Director
September 2010 – April 2011
Delivery of global HR strategy in region and developing local solutions in all areas of workforce management across 6 UK
based sites of globally outsourced contact centres for a leading global business process outsourcing provider of customer
care and complementary back-office processes within the call centre industry.
Key Achievements
 Created an experienced, commercial and delivery focused HR function.
 Coached and mentored the team, ensuring strong relationships were built throughout the business.
 Led M&A and generalist HR activity in the UK, and Ireland.
 Worked with European HR leads on projects (recruitment, mobility, development) and secondments.
 Renegotiated employee benefit provisions to achieve savings each year – varied from £40k to £200k
 Developed ‘self-service’ HR Information Centre to provide workforce access to standardised policies and processes,
providing the ability to browse through open vacancies, review employee benefits and ask HR questions on-line.
Reduced administrative overhead on function, freeing HR managers to provide value add services to site management
teams.
 Improved the recruitment process and reduced recruitment suppliers from 80 to 15, creating a PSL with standard T&C’s
to address overspends in excess of £2m. Centralised resourcing activities being managed independently by different
sites and introduced the concept of flexible workforce strategies to achieve the right labour mix and leverage
opportunities to flex profitably.
 Reduced Sales, General & Admin costs by £108k over 8 month period through restructure and centralisation activities.
 Conducted legal entity harmonisation resulting from merger of 2 organisations, implementing an integrated solution
centre for central and standardised policies, processes and resources available to employees and HR Managers.
 Policy development, administration and employee relations.
Close Brothers Asset Management – Interim OD/L&D Consultant
May 2010 – August 2010
Project support of the Organisation Transition work stream, delivering the design and structure for the future operating
model of the Asset Management division to provide a Bespoke Investment Management service to high net worth clients.
Key Achievements
 Developed strategy with framework, tools and processes to support role profiles of new workforce for Target Operating
Model.
 Identified critical competency and assessment activities, together with learning & development solutions and evaluation
of outcomes. Driven by the new Retail Distribution Review (RDR) regulations the target operating model was to acquire
and retrain IFA’s in the use of new system, financial products and regulatory changes.
 Conducted engagement survey of programme office team to address areas of concern in a rapidly expanding and
dynamic environment with fragmented workforce. Used outputs to advise stakeholders and address communications
challenges between work streams.
Care Quality Commission (CQC) - Interim Head of Learning & Development :
November 2009 – March 2010
Delivery of learning strategy to integrate 3 regulatory bodies into new operating model launched as The CQC, the regulatory
body created in 2009 to ensure that hospitals, care homes and care services are meeting government standards.
Key Achievements
 Developed learning strategy to support the HR and people agenda of the new organisation and its field workforce.
 Implemented a learning framework for professional and business capability to deliver tactical learning solutions by
leveraging learning technologies available.
 Leveraged IT capabilities and sourced e-learning solutions, reducing costs and time out of workplace for key training
interventions.
BP – Interim Capability Management Consultant
February 2009 – October 2009
Developed and delivered a Resource and Capability management framework to improve planning and drive forecasting
and estimating project costs, as well as support the talent strategy for the Enterprise Systems business unit
Key Achievements
 Partnered with Resource Management lead to implement a centralised resource management process driving the
development and implementation of tools, processes, governance and communication of the function.
Ettie McCormack – ettiemac@glinford.com Mobile : 07833 292123
STEP Forward Solutions Ltd : Strategic Development – Talent Management – Emotional Intelligence – Performance Coaching
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Developed role profiles for IT function with defined competencies and skills for a global team of SAP project managers,
and IT design, development and delivery functions. Designed career path framework with specific critical paths
Collaborated with BP Academy to leverage L&D solutions for consistent, cost effective delivery of training and talent
management strategies.
Designed blended approach ITIL Training programme for efficient and cost effective solutions. Reduced cost of
delivering certification programmes by 30% through managed training project and preferred supplier management.
Corporate Background - Unisys Corporation - August 1996 – January 2009 ____________
13 years with Unisys Corporation from 1996 as Professional Development Manager EMEA with the Global Networking
Services business, progressing to Senior HR Manager, Director of the Unisys University EMEA and Director of Global
Talent Management. Relocated to the USA for a project to develop and effectively implement a competency management
and talent development strategy.
Key Selected Achievements
 Developed and launched regional Business Leadership Diploma with leading European business school to build and
progress leadership talent within region. Improved retention by 20%. Globally adopted as the HiPo development
programme.
 Designed and implemented enterprise-wide competency strategy to address technical, functional and behavioural
capability to leverage talent potential of 35,000 employees across the enterprise.
 Facilitated cross business unit and functional collaboration to identify core and specialist competencies. Skills
assessments provided gap analysis for learning and strategic workforce planning activities.
 Integrated new competency model and skills dictionary to e-HR platform (PeopleSoft), reducing 20,000 redundant skills
and competencies to <1,000 tied to organisational values and business goals.
 Delivered cost savings of $650k in a year by reducing external training delivery and sourcing internal learning facility
to deliver instructor led and self-study environment.
 Served as co-Chair of the EU Regional Diversity council to support a work culture valuing diversity. Used the framework
to establish similar councils in Asia Pacific to enhance collaboration and leverage talent.
 Transformed L&D function to transition the global workforce into new markets leading a team of consultants to
implement strategy of cost effective solutions to support regional workforce.
 Partnered with country executives and HR leaders to integrate M&A workforces from professional services
organisations. The approach reduced attrition, accelerated assimilation into new organisational culture and provided
clear framework for knowledge sharing activities.
 Provided leadership and guidance in developing competency models and career path development for rapidly
expanding offshore centre in Bangalore. Presented at the NASSCOM HR Summit in Chennai, on Talent Development
and the challenge it presents for the IT Industry.
Prior to 1996 engaged in a variety of roles within Telecoms, Private Sector and IT industries.
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SR Comms Management Limited – Customer Services Manager
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The Open University – Management Services Division
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Unisys Corporation – Human Resources
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Accredited Emotional Intelligence Practitioner (Hay)
Diploma in Executive Coaching (AoEC)
Certified Executive Coach – Clark Wilson Tools
Myers Briggs Type Indicator (MBTI)
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Six Sigma Green Belt Certified
Certified Performance Consulting Facilitator (DDI)
Spony Profiling Model (cultural assessment)
Certified Targeted Selection Competency based and
Behavioural Interviewing (DDI)
 Fluent Spanish Speaker
Professional Links/Memberships
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Member of the Institute of Interim Management (IIM)
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Member of the Learning and Performance Institute (LPI)
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Chartered Institute of Personnel and Development (CIPD)
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Executive Coach with Cranfield School of Management MBA Programme
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The Digital Learning Company – Advisory Board
Ettie McCormack – ettiemac@glinford.com Mobile : 07833 292123
STEP Forward Solutions Ltd : Strategic Development – Talent Management – Emotional Intelligence – Performance Coaching