Tina Kapoor
Kapoor
Summary
Dynamic Change Lead with proven success at Willis Towers Watson, excelling in stakeholder engagement and communication strategy. Expert in change management and risk assessment, I drove a 60% adoption rate of new systems through impactful training and engagement initiatives, ensuring seamless transitions and enhanced colleague experiences across diverse projects.
Overview
19
19
years of professional experience
Work History
Change Lead, Technology Transformation
Willis Towers Watson
01.2024 - 07.2024
- I was responsible for supporting the change and communications work across Technology Transformation with stakeholder engagement, internal communications and business readiness preparation
- This included:
- Ensuring an excellent colleague / user experience when new technology projects are rolled out
- Immersing in the detail of technical projects to quickly understand the diverse experience stakeholders will have
- Perform change impact assessments, identify risks, shape and execute mitigating actions
- Partner with project managers and business analysts to develop change plans
- Challenging and influencing project teams to ensure they are considering the colleague experience throughout the project
- Ensuring a robust approach for establishing business and client change requirements, acceptance into production and delivery of efficient well documented changes to implementation of new operational processes
- Working hands-on with the business teams and digital champions to ensure that they are prepared to adopt the new technology covering such areas as communications, marketing, training, hyper care and adoption into business processes
- Work with business project sponsors to ensure that WTW internal operational process changes are followed to realise the benefits of the business change
Change Manager, Workday implementation
UK Infrastructure bank
05.2023 - 11.2023
- Responsible for managing key change activities to support successful implementation of Workday HCM and FINS in UKIB
- I joined the programme eight weeks prior to go-live, and within that time, achieved the following:
- Creation of a change plan and approach which I presented to the Ex Co for their feedback and approvals in the first two weeks of joining the programme
- The approach was informed by establishing a change management framework consisting of change impact analysis, stakeholder mapping and training needs analysis
- Creation and delivery of a business readiness, go-live and post go-live adoption plan, including activities such as engagement sessions, training, communication as well as go-live support plans for all impacted stakeholders
- Planning and delivery of the HR and Finance team’s engagement and training plan on key changes to ways of working, new processes in Workday and subsequent changes to roles and responsibilities
- Creation of key messages, FAQs, how-to-guides and other supporting material to support the adoption of Workday across the organisation
- Writing communications on behalf of the COO to share progress on the programme and announce launch of the new system
- Post go-live adoption plan: within one week of go-live, over 60% of the organisation engaged with Workday and completed the recommended Week 1 activities
HR IT PM, Change and Communications Lead
Rolls-Royce
02.2022 - 02.2023
- Reporting to the Global Head of Talent (and dotted line into the Performance Director), my role was to successfully engage the organisation on the new Talent Management strategy, as set out by the CEO and his Executive team
- I was responsible for change management and communication of a number of Workday related HR functionalities including Talent Marketplace, a new Global Mentoring programme, transition of UK payroll from SAP to Workday as well as a new Workday performance management approach
- My key deliverables included:
- Change planning with respective workstream / project leads, ensuring change methodologies and approach is embedded in the overall project plans and governance
- Creating change management plans (including approach, change impact analysis, stakeholder journey’s, etc.) identifying training needs as well as supporting communication plans
- Managing the governance and delivery of the project communications and change management plans
- Developing and executing communication strategies appropriate for the stakeholder group, and managing delivery through multiple resources (change champions, regional leaders, country HR teams, etc.)
- Creating and delivering end-user deployment material including briefing packs, delivering system demo’s to business audiences, as well as with supporting documentation (e.g
- User guides, FAQ’s, etc.)
- Developing and executing go-live readiness plans and gaining stakeholder support and buy-in
Senior Consultant, Change and Communication
Centrica
03.2021 - 01.2022
- Following the implementation of a ‘terms and conditions’ change programme in the operations function, my role was to re-establish engagement and trust within the business and its people, enabled by a robust change and engagement plan
- I achieved this through creating a revised people engagement strategy, introducing a culture of two-way communication, refreshed employee engagement methods, channels and cadence, along with a series of communication campaigns with direct involvement from colleagues at all levels
- By the end of the year, colleague engagement levels increased from 28% to 40%, with trust in leadership and timely communication scoring the highest among all areas measured
- I also led change and communication for specific projects that were being implemented as part of the organisation’s new Terms and Conditions commitment
Change Implementation Lead, Global Procurement
HSBC
10.2020 - 03.2021
- Global Procurement was undergoing a second phase of the transformation of their operating model, impacting 25+ countries and 1000+ employees, and key suppliers
- In this role, I was responsible for:
- Supporting programme leadership and the business with communications along the change journey
- Managing the creation and delivery of the programme communications and change management plans
- Partnering with the Change Lead to build business readiness plans and stakeholder engagement comms
- Coordinating multiple project comms needs, to provide a consistent support model for the programme
Business Change Lead
Unum UK
03.2020 - 08.2020
- Unum UK was reorganising their leadership team to align to their evolved business strategy and build capabilities for the future
- My role comprised of working with the CEO and his executive committee, along with the HR team to propose an overarching communication strategy, along with communicating the key changes to members of the leadership team and impacts
Communications and Engagement Head, Cloud Transformation
Deutsche Bank
01.2020 - 03.2020
- Responsible for proposing a transformation communications and engagement plan for increasing visibility of the Cloud programme and how it contributes to the overall strategy of Deutsche Bank
Communications Lead
Inmarsat
08.2019 - 11.2019
- Inmarsat was implementing a new system for their customers, and my responsibilities included creating a high – level communications plan, governance framework, stakeholder engagement and adoption plan, in readiness for go-live
Change Communications Head, New Target Operating Model
Canada Life UK
03.2019 - 08.2019
- Canada Life UK was implementing a new Target Operating model that involved creating a new organisational structure and ways of working, impacting their 1200+ employees, based across five locations in the UK
- My role as the Communications Lead covered creating and managing delivery of an overarching communications and engagement plan that ensures the new Target Operating Model is communicated to all employees in a consistent and transparent way
Transformation Communications Lead, Global Procurement
HSBC
08.2016 - 01.2018
- HSBC Procurement was undergoing a significant change to enable it to become a more strategic function within the bank, and achieve cost efficiencies
- This was being achieved through the implementation of a number of key change programmes, including outsourcing of specific Procurement services to a third party provider
- My responsibilities was to create and and execute a communication strategy designed around specific change programmes including outsourcing, re-organisation and implementation of new tools, in close alignment with HR, External communications and Leadership Teams
HR Programme Communications Senior Manager
Pearson
05.2015 - 08.2016
Internal Communications Manager, HR Transformation
UBS
02.2012 - 12.2015
Programme Communications Manager, Divestment Programme
Royal Bank of Scotland Group
11.2010 - 01.2012
Communications Manager- Operations division
Colt Technologies UK
12.2005 - 10.2010
Education
Masters -
Marketing Communications and Management
BA (hons) -
Political Science
Certified -
Change Management foundation
Certified -
Prince2 foundation
Skills
- Change management
- Stakeholder engagement
- Business readiness
- Communication strategy
- Training development
- Risk assessment
- Impact analysis
- Change impact assessment
- Message crafting
- Employee engagement
- Problem resolution
Career Break
02/18, 02/19
Timeline
Change Lead, Technology Transformation
Willis Towers Watson
01.2024 - 07.2024
Change Manager, Workday implementation
UK Infrastructure bank
05.2023 - 11.2023
HR IT PM, Change and Communications Lead
Rolls-Royce
02.2022 - 02.2023
Senior Consultant, Change and Communication
Centrica
03.2021 - 01.2022
Change Implementation Lead, Global Procurement
HSBC
10.2020 - 03.2021
Business Change Lead
Unum UK
03.2020 - 08.2020
Communications and Engagement Head, Cloud Transformation
Deutsche Bank
01.2020 - 03.2020
Communications Lead
Inmarsat
08.2019 - 11.2019
Change Communications Head, New Target Operating Model
Canada Life UK
03.2019 - 08.2019
Transformation Communications Lead, Global Procurement
HSBC
08.2016 - 01.2018
HR Programme Communications Senior Manager
Pearson
05.2015 - 08.2016
Internal Communications Manager, HR Transformation
UBS
02.2012 - 12.2015
Programme Communications Manager, Divestment Programme
Royal Bank of Scotland Group
11.2010 - 01.2012
Communications Manager- Operations division
Colt Technologies UK
12.2005 - 10.2010
Masters -
Marketing Communications and Management
BA (hons) -
Political Science
Certified -
Change Management foundation
Certified -
Prince2 foundation
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