ANDREA HAZELTON

• Spearheaded 5+ TUPE transfers involving 600+ employees, ensured 100% compliance, seamless onboarding, and cultural integration with no service disruption.
• Drove pay equity across the business by leading a company-wide salary range audit. Corrected out-of-parity cases and aligned compensation with strategic frameworks.

Senior HRBP at Babcock International Group:

• Reduced organisational liability by £1.05M through strategic oversight of notice processes under a registered agreement and leveraging data analytics and regulatory interpretation.

Country HRBP at AXA GO:

• Led multiple high-impact, time-critical redundancy programs, and enabled seamless restructure across business units with minimal operational disruption.

Senior Regional HRBP at Seasalt Cornwall Limited:

• Directed HR service delivery for 1,300 employees across support, distribution, and 70 retail stores. Led and developed a high-performing team to ensure operational alignment.

Head of HR at YMCA Dulverton:

• Directed a team of three HR professionals, led and managed all aspects of a HR and payroll functions.
• Strategic planning, policy development, talent acquisition, employee relations, performance management, and ensuring compliance with employment laws.

• Managed and delivered two full-scale home renovation projects overseeing all aspects from planning to execution. Demonstrated leadership, budget control, stakeholder coordination, and problem-solving to deliver high-quality results on time and within budget.

• Built in-house HR function from the ground up, transitioned from a fully outsourced model, reduced HR operating costs by 35%, improved service responsiveness, and increased employee engagement through tailored HR solutions.
• Implemented new HRIS, replaced manual processes, reduced administrative workload by 45%, improved data integrity, streamlined workflows, and enabled real-time reporting.
• Delivered the organisation's largest people strategy initiative, integrated organisational design and workforce planning, introduced new roles, commission structures, and career pathways; reduced turnover by 18%, cut recruitment costs by 27%, and improved internal mobility.

• Managed 40+ complex ER cases simultaneously (LTA, OH, TUPE, redundancies, FWR, contracts, restructures, scalability, phased returns), exceeded quality and deadline targets, and integrated outcomes into MIS for strategic insights.
• Resolved high-risk, 8-month grievance case through COT3 settlement, negotiated with unions to mitigate risk and delivered compliant, business-aligned outcome.
• Improved performance across 500+ stores, reduced absence by 23%, attrition by 9%, and ER cases by 29% through targeted, data-led absence and people management strategies and training.