Dorothy Percy has over 15 years of experience in learning and development roles. She has a track record of collaborating with stakeholders to design and implement learning strategies, programs, and initiatives aligned with business objectives. Notable achievements include introducing a blended learning approach, creating learning brands and communication strategies, and designing management development programs.

1. Dorothy Percy
L&D Manager - FTC - Jardine Lloyd Thompson
London
dorothypercy@hotmail.com - 0790 335 0339
WORK EXPERIENCE
L&D Manager - FTC
Jardine Lloyd Thompson - London - April 2014 to May 2015
Collaborated and influenced HR Directors/HRBPs to support their specific learning and development needs
across 5 Operating Companies, approximately 8,000 employees. Seen as a trusted advisor and subject matter
expert.
Proficient in selecting and procuring suitable suppliers and managing relationships.
Introduced a blended learning approach using 70:20:10 principle
Designed and implemented new Management Development Programme to support new/existing people
Managers using blended learning approach
Engaged local HR subject matter experts and led project to create a series of online/classroom based bite
sized performance management topics.
Influenced stakeholders to purchase online 360 feedback tool, negotiated best price with supplier, piloted with
test group and successfully implemented.
Built communication strategy for L&D offering linked to strategic business objectives. Ranged from Executive
and Manager briefings, intranet content, diary invites, MDP programme outline and bite sized learning events
Created new L&D brand, ('Development@JLT') to drive employee engagement around development. New
intranet had over 5,000 visits within first 3 months.
Designed new bite sized learning offering for wider population which was cost and time effective.
Created new streamlined processes for requesting/ booking and attending events. Attendance was
consistently 90% or above, resulting in positive ROI.
Designed new Behavioural Competency Frameworks aimed at Senior Managers, Managers and Individual
Contributors. Used a 'What and How' approach to set out clear expectations for all employees to support
performance management.
Supported HR with ad hoc requests including graduate development, team building and bespoke 121 needs.
Provided regularly MI reporting . Presented at HRLT meetings on regular basis
February - March 2015 - world trip

2. Leadership and Management Development Consultant
AXA - London - September 2011 to January 2014
Engaged stakeholders via the Ulrich model to consult and gain agreement to deliver against global strategic
aims in a complex, global matrix organisation. Business partnered with local OpCo HR teams, (5 Operating
companies) including local L&D, Talent, and Pay & Reward
• Project owner and SME on Performance Management. Project lead with local PM Champions to deliver
against 3 year strategic pillar on global basis. Responsible for improving compliance against performance
management aims and deadlines. Design and author intranet content, employee guides and managers toolkit
to support delivery. Successful in supporting change culture toward PM becoming a day to day business
activity
• Completed analysis related to provisional and final PM ratings at mid-year and end of year. Presented to
Group HR Director highlighting each OpCo's target distribution curve, application of ratings (by Level, gender
and Talent ratings.
• Part of project team that help design and deliver the education and roll out of a new global Leadership
Framework.
• Redesigned and delivered a bespoke Talent programme ('Accelerate'). Partnered with Talent Manager to
embed performance management into Talent strategy using 9 box grid aimed at rating potential to support
succession planning.
• Based on TNA's designed first 'People Manager Competency Framework' - a self-assessment online
framework aimed at building capability Managers. Individuals ragged themselves. On completion, tool provided
a detailed Gap analysis, behind each RAG a choice of blended learning solutions were offered to close
gaps. Framework set out clear set of competencies and expectations (via consultation with all HR community/
senior leaders) for all people managers aimed at building capability across new, existing and newly promoted
Managers across AXA UK. Delivered project ahead of time, with a cost saving against budget in excess of £70k
October 2010 - August 2011 - Career sabbatical (including travel)
L&D Manager
Alexander Mann Solutions - London - March 2008 to October 2010
Manage L&D team of 4 including remote management. Performance managed team including 121's, PM
reviews, coaching and development.
• Collaborated with Global Head of HR to create global strategy linked to Competency Framework for each
job family.
• Responsible for L&D budget. Produced monthly MI based on feedback. Measured own teams performance
against minimum service levels, feedback attained was on average 90% and above.
• Redesigned and rebranded L&D called 'Career Development Centre'. Aim was to offer blended learning via
a 'virtual' L&D online presence across business operations in UK, Ireland, Europe, Australia and Asia.
• Designed over 40 bespoke courses (day and bite size in duration) on various non-technical topics. Published
globally via online L&D calendars which launched each quarter in advance Topics linked to specific business
and capability needs
• Designed a modular based, 'Management Development Programme' for new, existing and emerging
managers. Programme was built to support strategic business drivers and objectives aimed at people
managers.
• Successful in influencing senior stakeholders to invest in assessing global management population, (250)
using 360 psychometric tool (TalentQ). Each Manager received 121 feedbacks helping create their personal
development plan.
• As a result, global management were assessed simultaneously, providing valuable MI across the business.
Resulted in targeted development to manage risks and reverse trends such as poor performance management,
high attrition.

3. • Developed the first 'AMS Foundation Programme' specifically for Graduates and Apprentices aimed at
'growing our own talent' , reducing hiring costs whilst providing clear career pathways
• Designed new L&D intranet page and content, Created new L&D policy embedded into HR Handbook,
including 'Supported Study' initiative with claw back available to all employees. Produced major cost saving
to business as result.
• Post audit of L&D Function, AMS gained ISO 9001Accreditation and a Bronze rating from Investors in People
2010
L&D Manager
Capital Consulting - January 2007 to March 2008
Established first in house L&D Function. Created strategy which included brand, process, comms, design and
delivery.
• Responsible for L&D budget. Conducted TNA's with senior management/Executive to understand business
needs. Once evaluated, engaged CEO to present strategy.
• Using new brand, 'Growing and Learning'), built out L&D function which included course content and
curriculums. Use collaborative engagement style to share strategy and ensure attendance .Produced monthly
MI to measure ROI.
• Designed and delivered over 25 business topics using range blended learning innovations.
• Executive/business leaders would engage me to design, develop and deliver bespoke team build events/
training sessions, and facilitation on a bespoke needs basis.
• Designed and delivered, 3 day Management Development Programme including organising entire event,
procurement of residential venue, materials, guest speakers and content. All Management attended the
Programme (mandatory).
• Generated revenue for the business via client paid engagement. Conducted TNA with client, followed by
bespoke design and delivery - this included RSA, Vodafone, Yahoo, Verizon, Britvic, Amex.
• Psychometric Assessment - took responsibility mid-year to maximise investment that was being underutilised.
Result was employees in client facing recruitment were offered opportunity to become qualified psychometric
administrators (Level A&B). Project was complex with tight timeframes. I established streamline approach to
apply including agreement for short term flexible working so those enrolled could study and attend exams whilst
still delivering BAU. 65% passed and gained an externally recognised BPS qualification and clients benefitted
from the skillset at no extra cost. It was highly acclaimed as a business success with direct impact on employee
retention, cultural benefits and increased capability of employees
(Recruitment) - Manager
RPCushing Limited - London - September 2005 to September 2006
Strategic Focus - Introduced daily team meetings aimed at motivating and energising consultants
• Provided accurate revenue forecasts by monitoring individual activity against an agreed set of KPI's for each
team member
• ROI saw targets exceeded organic growth and promotion of high achieving consultants.
• Worked with HR Consultant to create new job descriptions linked to behaviours and competencies required
providing hiring model.
• Regular performance management to raise awareness of KPI's, business drivers and accountability. Direct
impact was increased skills, more commercial outlook and awareness of competitors making each Consultant
more business focussed.
• Designed bespoke L&D modules to address competencies, behavioural and skills bases aligned to each
job description
• Additional projects included design of new Corporate Induction Programme. Another was a 2 week classroom
based week L&D initiative for new starters to fast track skill sets.
Ernst & Young - London - October 2001 to September 2005

4. combined with travelling through Africa)
• Ernst & Young /PricewaterhouseCoopers /Sumitomo Mitsui Banking Corporation/ Royal College of Nursing
Divisional Director
PFJ/ Graduate Recruitment Company - London - September 1999 to September 2001
London
• Remit was to build a new business-to-business division and increase PFJ's market share and profitability
• Hired 13 new consultants, created 4 new teams and led each into new vertical markets. Leveraged existing
clients also
• Exceeded my revenue target, achieving £990,000 in Year 1, whilst continuing to hire, manage and develop
teams
• Completed Train the Trainer covering leadership and management skills. Used skills gained to design and
deliver an in-house 2 day Management Training Course
• Attended monthly Executive meeting and presented monthly management meeting
Temp assignments
Travel through Asia Pacific to London - London - October 1997 to September 1999
Senior Recruitment Consultant
Opal Consulting Group - October 1994 to July 1997
Auckland, NZ
• 'Cold' desk recruiting non-qualified and part qualified roles for wide range of Corporate's and SME's on a
contingency and retained basis. Top performer within 3 months. Exceeded annual target by 120%. In addition
to recruitment fees, sold client paid advertising and achieving revenue as a result
• Worked on number successful bids for PSL (Preferred Supplier Agreements). Presented at Board level.
Senior Sales Executive -Telecom
Yellow Pages - July 1991 to October 1994
Auckland, New Zealand
• Sales executive with client portfolio of NZ's major Corporates who had a national spend across all 18
Directories.
• Generating new business and increased revenue year on year by exceeding targets for both new and existing
business
• In top 5% of revenue earners. Exceeded targets set on original portfolio worth of NZ $3.5 million.
Achievements including qualifying for sales incentives awards including trips to Noumea and Fiji.
• Received highest number of customer letters across all sales executives. Feedback related to my integrity,
customer service and follow up. Achievement formally recognised at the annual Company Awards.
ADDITIONAL INFORMATION
Qualifications
University Entrance - Auckland, New Zealand
Registered BPS Psychometric Assessor - Levels A & B - Administrator and Feedback
Train the Trainer