Carol Carpenter
Maidenhead,Berkshire
Summary
Senior Executive HR leader with 20+ years’ experience across the charity sector, NHS and UK Civil Service, delivering major transformation in complex, regulated and unionised environments. Led HR functions for organisations of up to 45,000 employees and a £1.2bn pay bill, improving performance while reducing cost. Values‑led and commercially focused, known for fast diagnosis, strong stakeholder relationships and practical, high‑impact delivery. Specialist in organisational design, reward, employee relations and leadership development, using data‑led systems and clear governance to strengthen culture, modernise practice and support sustainable service growth.
Overview
31
31
years of professional experience
Work History
Director of People and Operations
Thames Hospice
05.2021 - 08.2026
- Led the HR, Volunteering, Clinical Education, Marketing and Communications, and Estates and Facilities functions, providing strategic and operational leadership
- Led cultural and operational change to extend hospice care to young people from age 16, ensuring clinical, emotional and staffing readiness
- Established colleague working group ‘Thames Together’ and annual action plan to challenge norms and behaviours in Equality, Equity, Diversity and Inclusion.
- Launched donor funded ‘Work Experience Week’ for Year 12 students, ‘Learning for Work Week’, and ‘Wellbeing Week’ to enhance skills and foster connection across workforce.
- Introduced three new HR systems, improving data-driven decision making, safer data storage, and enabling self-service.
- Worked collaboratively with Exec team to introduce a ‘Compliance and Quality’ and ‘People and Culture’ training, development and meeting structure feeding into Trustee Committees, empowering senior managers and strengthening accountability, teamwork, collaboration and both patient and people outcomes.
- Pay and reward – designed pay modelling and structures, budget setting and in-year management against £15.2m pay budget.
- Employee Engagement – motivator and leader of annual survey, employee forum called People’s Voice, and Chair of the senior management People and Culture Leadership Group
- Oversaw diverse workforce of 370 employees and 1,100 volunteers, ensuring effective management and support.
HR Consultant, Owner
SiriusHR, HR consultancy and executive coaching
04.2020 - 04.2021
- Developed customised solutions for clients, addressing specific requirements and enhancing satisfaction.
- Conducted risk assessments for HR practices, proactively identifying potential issues and developing robust mitigation plans.
- Crafted and revised company policies and employee handbooks, clearly communicating expectations and standards to all staff members.
- Oversaw redundancy processes with sensitivity and adherence to legal frameworks, minimising organisational disruption and maintaining morale.
Director of People
Berkshire NHS Foundation Trust, (Mental Health Trust, including CAMHS)
05.2018 - 04.2020
- Partnered with executive and senior leadership team, leading 30-strong HR & OD function to align people strategy with organisational goals
- Delivered organisational development initiatives, enhancing talent management and leadership development processes
- Led equality, diversity and inclusion strategy — establishing employee networks for Black, disabled and LGBTQ+ colleagues
- Designed and delivered health and wellbeing strategy, reducing sickness absence and improving mental health support
- Managed HR operations, supporting workforce of 4,000 employees to ensure effective HR service delivery
HR Consult - Owner
SiriusHR (Interserve PLC – private sector contract)
03.2017 - 05.2018
- Analysed business data to develop employee engagement and wellbeing plan, 7 management development modules, and action plan for workforce planning, enhancing recruitment and training provision. Created reward strategy with actionable recommendations for next four years of Justice contract (1,700 staff). Provided TUPE advice and support for successful commercial bid.
- Oversaw day-to-day operations, maintaining high standards of customer service and operational efficiency.
- Controlled expenses and allocated financial resources to reach budget goals.
- Built successful business culture focused on performance optimisation and goal attainment.
Career break – family priorities.
05.2016 - 02.2017
- Maintained CIPD engagement and coaching practices.
HR Director and Executive Board Member (reporting to the CEO)
National Offender Management Service (NOMS), Agency of the Ministry of Justice, Prison and Probation Services
11.2012 - 04.2016
- Chaired People subcommittee, addressing all people issues and driving strategic outcomes for Executive Board
- Strategic HR leadership and operational delivery of HR services for prisons and probation
- Led employee relations, navigating individual, collective, and trade union matters, including pay, policies, dismissals, grievances, and employment tribunals
- Managed the wellbeing strategy and attendance levels (reducing annual sick pay by £24m)
- Delivered reward strategy and the Prison Service Pay Review Body process on behalf of ministers, covering a pay bill of £1.2bn
- Managed budget of £37.1m, ensuring effective allocation across programme (£5.8m) and capital (£0.6m) budgets
- 45,000 staff, 86,000 offenders, 11 direct reports and led a team of 458 employees (HR, L&D and internal communications)
Head of HR
Department for Culture, Media and Sport (DCMS) and the Government Olympic Executive (GOE)
06.2009 - 10.2012
- Led people strategy and organisational transformation for DCMS and the Government Olympic Executive through the London 2012 Games
- Developed and implemented Games-time workforce model, tripling headcount, establishing 24/7 shift working, and relocating 70% of staff.
- Executed compulsory redundancy programme, halving senior leadership headcount while ensuring continued engagement during 2010 austerity period.
- Led transition of DCMS out of Games delivery mode back into a central government policy department
- Collaborated with private sector and civil servant employees on commercial and large-scale programme management, successfully delivering the Olympic Games within Civil Service constraints.
Head of Organisational Development
NOMS. National responsibility for 120 HR Business Partners and 10 OD Managers across England & Wales
08.2007 - 06.2009
- Implemented HR change initiatives and improved employee engagement.
Area HR Manager
HM Prison Service
London
11.2004 - 08.2007
- Led a team of 7 HR business partners across 8 sites and managed complex employee relations, guiding cases to Employment Tribunal.
Head of HR
HMP Wormwood Scrubs
01.2003 - 11.2004
- oversaw HRBP function for team of 18 supporting 600 multi-disciplinary employees
- led HR and employee relations initiatives including wellbeing, engagement, conduct, learning and development, and recruitment
- Supervised staff recruitment, interviewing, selecting and onboarding.
- Developed HR strategies and initiatives, aligning with overall business strategy.
- Directed operational and administrative procedures to keep organisation in compliance with rules, regulations and internal policies.
Various managerial roles, progressing to Personnel and Training Manager
Sainsbury’s Supermarkets Ltd. (Sponsored through University)
09.1995 - 12.2002
- Completed Graduate Trainee scheme, advancing to Personnel and Training Manager while obtaining CIPD qualification.
Education
Diploma - Personnel Management
Oxford Brookes University
BA (Hons) - Business Studies and German Degree (2:1)
Middlesex University
Skills
- Executive-level HR business partnering — Executive Committees, Trustee Boards, and NEDs
- People strategy, organisational design, and large-scale transformational change
- Culture change, equality, diversity and inclusion strategy and delivery
- Complex employee relations, trade union engagement, and workforce negotiations, including pay bargaining
- Workforce planning, resourcing, modelling and budgets (between £152m and £12bn)
- Talent management, coaching and mentoring senior leaders to manage
- Data-driven decision-making — workforce analytics and HR technology adoption to drive efficient business outcomes
- Ability to improve performance and outcomes (patients and offenders) validated externally through HMIP (HM prison inspectorate) and CQC inspections
- Organisational development - using organisational data to assess priorities and design solutions to deliver organisational strategy and plans
Accomplishments
- Charity sector:
- Transformed a 200-person clinical services team via new "Care with Agility" operating model — cut management costs by 10% to fund additional frontline nurses, improving nurse-to-patient ratio from 1:10 to 1:5
- Grew Thames Hospice volunteer base from 584 to 1,100 (2021-2026) by embedding a culture of purpose-driven volunteer engagement
- Transformed a culture of bullying and low psychological safety into one of the sector's highest-performing engagement cultures — 85% engagement and 84% survey participation
- Introduce and evaluated leadership and management development programmes, 360 tools and coaching
- NHS:
- Delivered 1,000 new starters over two years
- Delivered a Trust-wide retention and wellbeing programme ("Great Place to Work") across 4,000 colleagues
- Improved culture and workforce experience at Prospect Park Mental Health Hospital — reducing turnover, improving vacancy rates, sickness, and organisational resilience
- National Offender Management Service (Prison and Probation, Civil Service):
- Designed and delivered national people strategy across 45,000 colleagues and 900 sites — driving culture change, capability building, and performance improvement
- Delivered a nationally recognised recruitment campaign ("Is it in you to be a prison officer?") — 1,700 prison officers recruited across 32 locations in 12 months (national RAD Award winner)
- Negotiated pay and pension reform for 18,500 prison officers during a period of pay restraint, maintaining constructive relationships with 14 trade unions
- Led equality and culture reform following the Zahid Mubarek inquiry (racially motivated prisoner murder inquiry) — driving lasting change in values-based, psychologically safe working practices
HOBBIES AND INTERESTS
Sport: Pilates and following rugby, football and tennis., Charity fundraising: London Marathon (NSPCC and Charity for poverty, homelessness and youth disadvantage), Santa Dash, Sunflower Walk, Open Water Swimming., Founded and led the Thames Hospice Community Choir, since September 2022, promoting volunteering and community engagement.
Timeline
Director of People and Operations
Thames Hospice
05.2021 - 08.2026
HR Consultant, Owner
SiriusHR, HR consultancy and executive coaching
04.2020 - 04.2021
Director of People
Berkshire NHS Foundation Trust, (Mental Health Trust, including CAMHS)
05.2018 - 04.2020
HR Consult - Owner
SiriusHR (Interserve PLC – private sector contract)
03.2017 - 05.2018
Career break – family priorities.
05.2016 - 02.2017
HR Director and Executive Board Member (reporting to the CEO)
National Offender Management Service (NOMS), Agency of the Ministry of Justice, Prison and Probation Services
11.2012 - 04.2016
Head of HR
Department for Culture, Media and Sport (DCMS) and the Government Olympic Executive (GOE)
06.2009 - 10.2012
Head of Organisational Development
NOMS. National responsibility for 120 HR Business Partners and 10 OD Managers across England & Wales
08.2007 - 06.2009
Area HR Manager
HM Prison Service
11.2004 - 08.2007
Head of HR
HMP Wormwood Scrubs
01.2003 - 11.2004
Various managerial roles, progressing to Personnel and Training Manager
Sainsbury’s Supermarkets Ltd. (Sponsored through University)
09.1995 - 12.2002
Diploma - Personnel Management
Oxford Brookes University
BA (Hons) - Business Studies and German Degree (2:1)
Middlesex University