Proactive and focused HR specialist with strategic and operational experience and a proven track record of talent management, learning, leadership and organisation development delivery in blue chip and cross-sector companies.
I have strong interpersonal skills, communicate powerfully at all levels, am versatile, and use my insight and expertise to identify needs and opportunities within wide-ranging businesses. I am able to apply best practice knowledge to the contexts I work in through astute diagnosis, effective partnering and a desire to deliver value aligned to organisational goals. My enthusiasm is matched by my commercial approach and ability to create innovative and practical solutions to business issues.
Specialist HR Consultant in Learning, Leadership & Talent, working with both public and private sector clients of varying size, UK and International, to enhance individual and organisational performance. Recent work includes the design of a global talent strategy, providing coaching and facilitation to aid successful implementation.
Identified strategic learning needs and created an L&D Agenda to build peop le’s capability to transform the UK’s biggest shop at home group into an online retailer.
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Business Transformation : o Introduced a fresh approach to change management as the organisation went through major re-design.
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Talent & Succession: o Designed and delivered a Programme for Board and Director-level successors, encompassing best practice assessment, group interventions and bespoke development, using non-traditional methods such as Corporate Social
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Responsibility projects working with local charities.
Group-wide Curriculum : o Introduced the first group-wide Management and Core Skills Curriculum, in addition to the provision of Technical Training, for employees at all levels across Buying &
Merchandising, Retail, Warehousing, Contact Centres and Financial Services. o Crafted a comprehensive Induction for all senior managers covering each area of the business, site visits and experience of delivering products to customers, to accelerate their effectiveness in their new role.
Outsourcing: o Ensured the smooth transition of training activity and Financial Services Authority compliance to Serco,
SDG’s out-sourced service provider.
Digital Learning: o Led an online L&D team to explore and deliver progressive technology-driven learning, including using social media, to mirror the vision for the organisation.
Developed and implemented the Leadership & OD Strategy for the largest UK bank in an unprecedented economic environment whilst delivering high quality integration and employee relations activities at pace to ensure the success of the newly formed LBG.
1 Douglas Park, Manchester M46 9EE Page 1 of 3 mobile: 07817 877193 email: anna.herko@herkofy.co.uk

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Organisation Culture : o Managed the creation of the Vision and Values and built a cross-division implementation plan to raise awareness and signal the start of
‘One Bank’ and LBG culture endorsed by the Board.
Engagement: o Delivered a new LBG Engagement Survey and associated cost savings; record response rates and smooth deployment of survey across LTSB and HBoS heritage populations. Results used to determine focus areas, issues, strengths and retention risks amongst the population.
Integration Change & Transformation : o Designed and delivered the Induction to LBG for the newly appointed Top 70
Executives from both heritages and the Group Executive Board Members; the first opportunity for Group Leadership to collectively articulate the strategic direction of
LBG. o Led a number of integration activities meeting legislative requirements, consulted with trade unions over proposed terms and conditions, scoped and selected the roles for my new team. o Contributed to Board level dialogue with robust analysis and best practice on integration issues such as retention, employee engagement, leadership expectations and culture.
Executive Education: o Developed a Leadership Strategy and leading-edge Curriculum for the Top 500 leaders. o Established an LBG approach for Executive Team Effectiveness, with a bespoke model of team working and the training of internal resource to support each Division on top team strategy, dynamics and execution of stretching business results.
Designed and executed the Talent Management Strategy in line with Kingfisher Group ’s strategic objectives. Provided advice and guidance to operating company MDs and HR
Directors to identify areas for review and transformation, locally and internationally, in a tough retail environment.
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Attraction and Selection Policy: o Designed and communicated Group-wide leadership competencies in French and
English. Formed a cross operating company Steering Group to ensure the competencies were linked to business strategy and owned by the line. o Enabled consistency in performance management, identification of learning needs and job profiling for senior positions.
o Launch and management of the Kingfisher Executive Group (KEG) and Kingfisher
Talent Group (KTG). For the first time Kingfisher has visibility of its senior leaders across locations and businesses. o Aided knowledge management and best practice sharing; saving time and costs for
Kingfisher’s operating companies. o Creation of annual nomination, assessment and feedback process for members of the KTG.
Strategic HR Planning: o Development and implementation of the Kingfisher Talent Database to hold key information on the top 300 employees in order to manage this population effectively, analyse their data and lead to more objective and proactive succession planning decisions. o Analysis of the annual management development review of senior and emerging leaders, with recommendations to the Main Board on successors for operating company Board positions and strength of function succession pools across the company. o Created and monitored action plans around succession gaps.
Leadership Development: o Design and facilitation of in-house workshops targeted at the senior leader and high potential population (Retail Study Tours, Learning Events, Management
Conferences, Seminars). o Roll-out of a leadership programme for the KTG, built upon identified learning needs.
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 o Tailored 360 feedback process linked to new competencies written and introduced across the Group. o Coached employees on their results, strengths, gaps and development plans.
Organisation Culture & Change: o Partnered with operating companies in different markets and stages of maturity on local business issues impacting structure and design. o Performed an internal consultancy role to improve workforce flexibility, efficiency and productivity. o Demonstrated the value-add of Kingfisher Group by bringing together experts from operating companies to share ideas and generate better ways of working.
Creation and delivery of L&OD interventions for a range of BP Business Segments, including Exploration, Petrochemicals and Alternative Energy.
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Leadership Development and Talent Management: o Gained business efficiencies, increased productivity and motivated teams. o Training needs analysis of ‘high potentials’ leading to a redesign of the global talent scheme.
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Managing Change & Employee Relations: o Petrochemicals: designed and managed sessions for the BP divestment ensuring clarity, engagement of employees and smooth transition of work activities to new
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 company whilst retaining core skills in existing organisation. o Trained Team Leaders in the selection process during a period of workforce rationalisation at an integrated manufacturing site. Managed restructuring discussions to optimise skills and experience fit with business needs. o Contributed to the development of a comprehensive workforce plan and restructuring process in line with legislative requirements, including union consultation. o UK Pensions Administration Team: created and delivered interventions to operationalise its vision and act in line with new values, behaviour and culture.
Performance Management & Policy Planning: o Trained line managers in performance management processes to tackle under activity. o Addressed poor performance and encouraged a pro-active feedback culture. o Consultation, analysis of findings and creation of coherent ‘Technician to Engineer’ policy and Grangemouth Further Education policy.
Mentoring Expertise: o Led cross-regional review by working with Western Hemisphere, Asia, Russia,
Africa, Middle East and Europe. Undertook external research to develop and implement BP’s Mentoring Framework and global Mentoring Workshop to deliver cost-effective capability development.
Diversity & Inclusion: o Initiated and managed Committee to remove career barriers for certain groups.
Generalist Experience: o Delivery of all HR processes (Resourcing, Reward, Employee Relations, Learning &
Development) whilst supporting a cross-section of services and business units in
Exploration and Production; Internal Audit, Supply Chain Management, Egypt
Support Team and Brazil Deepwater. o Responsible for the Consultation and Communication Forum, leading sessions on the development of flexible working practices in London and Sunbury.
University of Strathclyde / University of East Sussex (2002
– 2005)
Chartered Status of the CIPD (Distinction), CIPD Student of the Year Award 2005
MA (Hons), History Degree 2.1
Bolton School Girls’ Division (1988 – 1995)
4 A-Levels at Grade A, 11 GCSEs at Grade A
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