Catherine Rollings (MCIPD MCMI AIIM)
(w) 01483 285921 (m) 07974 368799 West Horsley, Surrey
catherine@rollingshr.com, www.rollingshr.com, LinkedIn Profile
I am a reliable, action-orientated Interim HR Professional with strategic and operational experience obtained from a
variety of industry sectors including Consumer Electronics, Oil & Energy, Defence & Space, Retail and Publishing.
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I work with businesses to project manage, deliver and embed long lasting business improvement initiatives.
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I deliver on change and transformation programmes through detailed planning and thorough communication.
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I develop and motivate teams to perform at their very best.
Interim Head of HR (UK) Sharp Electronics, Stockley Park, Uxbridge (Nov 2013 - April 2015)
I was responsible for managing the HR operational activities, with 400 employees across the UK, as well as taking the
lead on pan-European strategic initiatives. I had a team of eight including HR, Payroll, Benefits and Facilities.
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Project managed the first ever pan-European roll out of the annual performance and pay review process for
1,700 employees across 14 countries. We achieved a consistent approach to the process, materials used and the
introduction of one system to record ratings and pay decisions in order to calibrate across Europe.
Led the collective consultation process, resulting in 40 redundancies, following the company’s decision to
withdraw the Consumer Electronics business from Europe.
Led the TUPE information and consultation process, impacting 60 employees, from the preparation and due
diligence stages, developing the communication plans, through to the on-boarding process to help enable a
smooth, successful integration of the two companies and its’ employees.
Project lead in the implementation of the Hay methodology job evaluation system across Europe; giving Sharp a
robust, consistent pay and grading framework and benchmarking process to help attract and retain talent.
Conducted a thorough review of the HR policies, procedures and contracts of employment, across the UK Group
of companies, to ensure they were consistent, legally compliant and followed best practice.
Standardised the recruitment and selection processes by establishing a clear preferred supplier list of agencies,
with well negotiated rates, and improved the calibre of new hires by carrying out thorough assessments, with
the use of relevant tests, questionnaires and competency based interviews.
Interim HR Project Manager, British Gas, Staines (March 2011 - May 2013)
I was initially brought in for a two month contract, however, two years later I had led, and successfully delivered on, a
series of large scale projects:
HR Project Lead, BG FSA regulated businesses (March 2011–Sept 2011)
Driving activities to ensure their regulated businesses met with the FSA expectations; and embedded processes to
sustain their obligations. Activities included:
 ensuring 300+ job descriptions were in place for 15,000 roles and introducing a robust process for maintaining
and accessing them; writing the BG job description template and supporting guidelines.
 writing FSA standards for British Gas to comply with in order to show evidence that they were meeting their
obligations. Areas covered included: talent management, succession planning, recording of performance
objectives, maintaining up-to-date organisation charts and job descriptions and keeping a register of active
reward incentive schemes.
June 2015
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Interim HR Business Partner, Dyno business, British Gas (Sept 2011-Feb 2012)
I provided short-term cover until a permanent Business Partner was hired. In addition to managing the ongoing HR
calendar of activities, I was involved with:
 supporting the integration of the franchised businesses, with 300 employees, by focussing on embedding the
‘British Gas employee journey experience’ specifically around compliance and harmonisation with approaches to
recruitment, reward schemes, L&D competency and training frameworks and HR policies and procedures.
 leading on the people issues for the Winter planning project, identifying potential risks and ensuring contingency
plans were in place to minimise the impact to the 24/7 operation.
 supporting the imminent merger of the plumbing and drains organisation.
HRMI Reporting and Governance Manager, British Gas Services Change Team (March 2012–Oct 2012)
Optimising their HR Management Information delivery processes and ensuring the reports provided simple, insightful
data into their key metrics for a headcount of 20,000. Activities included:
 driving the implementation of my recommendations (short/mid/long term).
 rationalising and simplifying the number of HR reports, saving c£500 direct cost per month.
 ensuring the right information was accessible to the right people at the right time which was of huge benefit to
the 200+ HR team members.
 identifying and reviewing all non-permanent workers and their associated costs and, working with the finance
and resourcing teams, implementing robust governance processes to maintain tight control and reporting in the
future.
Communications Project Manager, British Gas Reward Team (Oct 2012–March 2013)
Supporting the Reward team’s Communication Agenda. Activities included:
 rationalising and updating their communication materials, located on various intranet sites, and designing a
comprehensive, and user friendly, online reward ‘one stop shop’ for employees.
 creating an on-line library of tools and guidelines to help the 200+ HR team members become ‘experts’ in the
basics of reward.
 implementing solutions across the Reward team to improve their efficiency and effectiveness and increase their
profile across the organisation.
People Lead, Enterprise Programme, British Gas Services (March 2013–May 2013)
Driving the HR resource and reward plans in preparation for the go-live date for a high profile three year systems change
programme which impacted thousands of customer service advisors in the company’s call centres. Activities included:
 managing the entire recruitment campaign (80 secondment positions, 10 different roles, 200+ applicants). In
just six weeks, I determined and managed the recruitment and selection process through to offer stage, for the
majority of roles, and had a robust resource plan in place for the remaining positions.
 recommending appropriate reward packages to ensure the secondees were appropriately remunerated and
incentivised.
Qualifications
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Member of the Chartered Institute of Personnel and Development (Chartered MCIPD)
Member of the Chartered Management Institute (MCMI)
Associate of the Institute of Interim Management (AIIM)
Level 4 Diploma in Management (CMI)
Postgraduate Diploma in Personnel Management (Grad CIPD)
BSc (Hons)
Trained in the Hay Group job evaluation methodology
Registered user in Level 1&2 SHL Aptitude tests and Personality Questionnaires
June 2015
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Previous roles
QinetiQ Group plc, Farnborough (Aug 2005 - Dec 2010)
HR Business Partner. As an integral member of various senior leadership teams, I was responsible for the input and
delivery of the Divisional HR strategies and people plans. Divisional headcounts ranged from 250 to 500.
Selfridges & Co, flagship store London (April 2003 - Aug 2005)
Senior HR Manager. Working alongside the Departmental Heads, and with a team of seven, I was responsible for
delivering a full HR generalist advisory service, supporting 60 Sales Managers and 900 employees.
The Economist Group, London (June 1997 - March 2003)
HR Executive, Europe. Reporting to the Group HR Director and, with a team of two, I operated as a full HR Generalist
working closely with Editorial, Production, Marketing, Sales, Finance and IS.
JP Morgan, London - Graduate Recruitment assessment centres co-ordinator (temporary: March-June 1997)
KPMG, London - HR Co-ordinator within their International Secondments Division (temporary: Jan-March 1997)
Key achievements within my previous roles
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Worked closely with senior managers to effectively manage the transformation of one of their businesses from a
print to an electronic business. (The Economist Group)
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Delivered sustainable recruitment and selection improvements; ensuring the right level of resource and
capability were in place by utilising cost-effective methods to attract candidates and by holding weekly and bimonthly competency based assessment centres for all roles. (Selfridges)
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Implemented and embedded a cost efficient, company-wide, succession planning development programme
ensuring a consistent flow of high calibre team leaders within a high turnover environment. (Selfridges)
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Drove absence management solutions in my areas of responsibility, resulting in a reduction from 8% of payroll to
2%. (Selfridges)
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Led the division’s culture change strategy; with the emphasis on engagement and developing and embedding
the vision and values to help create a workforce who were committed to achieving the business goals. (QinetiQ)
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Introduced a consistent approach to Performance Management within the division (headcount 1,000), using
behaviour as the differentiator in performance, and improved how they recorded and reported on performance.
(QinetiQ)
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Extensive employee relations experience; and in the design and implementation of transparent policies and
procedures. To date, no litigation or tribunal claims have been made following my actions and decisions.
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Delivered numerous training workshops, have written policies and procedures and designed a variety of
checklists, trackers, templates and guides in order to increase line manager capability and to give them the
confidence to directly, and effectively, manage their teams.
June 2015
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