Ruth-Elaine Gibson MA, (HRM). Chartered FCIPD
Established in 2006 - 25+ Years Experience- Masters Degree in Human Resource Management - CTC Security Cleared
Ruth Elaine Gibson
Looking back over these past 20Yrs, my experience as an ‘Interim has grown exponentially. Operating as an Interim has meant that I have had as many as 3 different assignments in any one single year, frequently being thrown in the “Deep-End” and having to ride the rapids delivering solutions on very complex HR matters. This has given me a solid foundation for being able to tackle anything that comes my way and “Hit the Road Running”. My personal experience in Higher Education goes back to 1991, where, over the years, I have worked in 7 colleges and 9 Universities. Responsibility for around 200 schools, via HR Teams in Local Authorities and ‘Learning Trusts'.
Due to the sensitive nature of certain assignments, they are not shown on this website, but information is available
Please ask for a detailed Resume'
Due to the sensitive nature of certain assignments, they are not shown on this website, but information is available
Please ask for a detailed Resume'
We will provide you with an outstanding professional service. We offer you 25+ years experience in Personnel and HR Services.
As an experienced HR Generalist, Ruth Gibson MA (HRM) Chartered FCIPD has extensive experience in TUPE with over 2,500 TUPE Transfers, without a single ‘ET’ Claim. Several “End-to-End” Change Management projects have been completed on time and to budget. These skills are not limited to this.
As an experienced HR Generalist, Ruth Gibson MA (HRM) Chartered FCIPD has extensive experience in TUPE with over 2,500 TUPE Transfers, without a single ‘ET’ Claim. Several “End-to-End” Change Management projects have been completed on time and to budget. These skills are not limited to this.
10 YEAR INTERIM/FIXED-TERM CONTRACT HISTORY - Inside/Outside IR35
KING’S UNIVERSITY COLLEGE - June 2022 to Current - International HR Employee Relations Specialist
CITY UNIVERSITY - Feb 2022 to May 2022 - HR Manager (TUPE)
INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS-“COP26”) Sept 2021 – Feb 2022 Senior HRBP
Ministry of DEFENCE – (DOI) Oct 2020 – March 2021 - Deputy Head DOI Planning & Governance Manpower Team
HOUSE OF COMMONS/Westminster Palace - RESTORATION & RENEWEAL PROGRAMME from Aug 2019 – Oct 2020t
Head of HR & Operations Lead
DEPARTMENT OF BUSINESS, ENERGY & INDUSTRIAL STRATEGY (BEIS) & MOD (Joint Project) -June 2017 to Aug 2019 (Standalone) TUPE/COSoP Lead
MIDDLESEX UNIVERSITY- Jan 2017 to June 2017 - Senior HR Business Partner - HR Policy/Strategy Lead
DEPARTMENT for EDUCATION Institute for Apprenticeships– Sept 2016 to Dec 2016, HR Business Partner
KINGSTON UNIVERSITY – Aug 2015 to Sept 2016 - Client Partner (Senior HR Business Partner)
THE PENSIONS ADVISORY SERVICE – April 2015 to Aug 2015 - (Standalone) HR Manager & Advisor to Directors & CEO
DEPARTMENT for TRANSPORT – DVSA – November 2014 to March 2015 - Senior HR Business Partner
EQUITABLE LIFE ASSURANCE SOCIETY – July 2014 to October 2014 - (Standalone) HR Project Manager
LONDON BOROUGH OF TOWER HAMLETS – March 2014 to July 2014 - Senior HR Business Analyst
UK SPACE AGENCY - November 2012 to March 2014 -Standalone HR Manager
CITY UNIVERSITY - Feb 2022 to May 2022 - HR Manager (TUPE)
INTERNATIONAL FINANCIAL REPORTING STANDARDS (IFRS-“COP26”) Sept 2021 – Feb 2022 Senior HRBP
Ministry of DEFENCE – (DOI) Oct 2020 – March 2021 - Deputy Head DOI Planning & Governance Manpower Team
HOUSE OF COMMONS/Westminster Palace - RESTORATION & RENEWEAL PROGRAMME from Aug 2019 – Oct 2020t
Head of HR & Operations Lead
DEPARTMENT OF BUSINESS, ENERGY & INDUSTRIAL STRATEGY (BEIS) & MOD (Joint Project) -June 2017 to Aug 2019 (Standalone) TUPE/COSoP Lead
MIDDLESEX UNIVERSITY- Jan 2017 to June 2017 - Senior HR Business Partner - HR Policy/Strategy Lead
DEPARTMENT for EDUCATION Institute for Apprenticeships– Sept 2016 to Dec 2016, HR Business Partner
KINGSTON UNIVERSITY – Aug 2015 to Sept 2016 - Client Partner (Senior HR Business Partner)
THE PENSIONS ADVISORY SERVICE – April 2015 to Aug 2015 - (Standalone) HR Manager & Advisor to Directors & CEO
DEPARTMENT for TRANSPORT – DVSA – November 2014 to March 2015 - Senior HR Business Partner
EQUITABLE LIFE ASSURANCE SOCIETY – July 2014 to October 2014 - (Standalone) HR Project Manager
LONDON BOROUGH OF TOWER HAMLETS – March 2014 to July 2014 - Senior HR Business Analyst
UK SPACE AGENCY - November 2012 to March 2014 -Standalone HR Manager
Absence Management
Employee absence is one of the most expensive staff cost areas. Staff absence causes, amongst other things, higher overtime cost, Agency Staff Costs, Increased Stress levels of work colleagues for covering absence.
It is important that organisations avoid the formulation of an absence culture. By adopting a robust Absence Management procedure this will not only minimise costs, but will encourage a ‘Well-being’ culture. This will be achieved by providing managers with clear information on how to resolve absence issues and tools to enable them to keep tracks of absence management problems.
Employee absence is one of the most expensive staff cost areas. Staff absence causes, amongst other things, higher overtime cost, Agency Staff Costs, Increased Stress levels of work colleagues for covering absence.
It is important that organisations avoid the formulation of an absence culture. By adopting a robust Absence Management procedure this will not only minimise costs, but will encourage a ‘Well-being’ culture. This will be achieved by providing managers with clear information on how to resolve absence issues and tools to enable them to keep tracks of absence management problems.
TUPE & COSOP
With over 3000 tupe OR COSoP transfers , each one has been successfully completed without any tribunal claims at all. These TUPE Transfers have been in Several civil service departments As well as private industry. Where civil servants are concerned , these are referred to as COSOP.
With over 3000 tupe OR COSoP transfers , each one has been successfully completed without any tribunal claims at all. These TUPE Transfers have been in Several civil service departments As well as private industry. Where civil servants are concerned , these are referred to as COSOP.
Single Status and Harmonisation
Since 1993, we have been carrying out 'Single Status/Harmonisation' projects. In this time we have gained much experience. We have successfully completed over 50 projects involving in excess of 55,000 members of staff, both in The Public Sector (Single Status) and The Private Sector (Harmonisation). The aim of these processes are:~
Since 1993, we have been carrying out 'Single Status/Harmonisation' projects. In this time we have gained much experience. We have successfully completed over 50 projects involving in excess of 55,000 members of staff, both in The Public Sector (Single Status) and The Private Sector (Harmonisation). The aim of these processes are:~
- To harmonise terms and conditions of employment between ‘blue’ and ‘white’ collar employees and develop a single approach to employment issues;
- To ensure that potential pay inequality and pay structures are free from discrimination.
Restructuring and Change Management
Today, organisations have been seeking to embed an ethos of value for money, rationalisation and sustainability. The need to create a performance driven culture has become one of today’s most important corporate agenda issues.
We know from experience that ‘Change’ can mean different things to different people. It is often seen as a precursor to ‘downsizing or redundancies’. This is not always the case as ‘Change’ can also be needed to respond to expansion or the need to diversify skills and/or manoeuvre staff to new operational/product areas. Whatever the reason, restructuring and reorganisation can be an unsettling time for both management and staff. Whether there is impact on 1 or 1000 staff, it is an area entrenched in employment law, so projects need to be managed effectively.
More information is available from Ruth's personal website - Click Here
Today, organisations have been seeking to embed an ethos of value for money, rationalisation and sustainability. The need to create a performance driven culture has become one of today’s most important corporate agenda issues.
We know from experience that ‘Change’ can mean different things to different people. It is often seen as a precursor to ‘downsizing or redundancies’. This is not always the case as ‘Change’ can also be needed to respond to expansion or the need to diversify skills and/or manoeuvre staff to new operational/product areas. Whatever the reason, restructuring and reorganisation can be an unsettling time for both management and staff. Whether there is impact on 1 or 1000 staff, it is an area entrenched in employment law, so projects need to be managed effectively.
More information is available from Ruth's personal website - Click Here