Vivienne Margaret Tegg has over 29 years of experience in human resources management in both public and private sectors. She holds a PhD in public management from Keele University and has held several national leadership roles relating to equality, diversity, and HR in Ireland's health sector. Her experience includes strategic planning, leadership, communication, change management, and developing policies around diversity, rehabilitation, and dignity at work.

1. CIRRICULUM VITAE
Name: Vivienne Margaret Tegg, PhD MBA
Chartered MCIPD
Accredited Commercial Mediator (UK and Ireland)
Date of Birth: 15th July, 1956
Home Address: The Old School, Washdyke Lane, Old Leake,
Boston PE22 9QH
Telephone: 01205 871750 (landline), 0751 917 0738 (mobile)
E-mail address: vivienne.tegg@gmail.com
Previous National commitments
• Chairperson of the national working group on Equality and Diversity (joint group
between Health Boards, Voluntary sector, DATHS, IBEC and HSE Advisory
Service working in collaboration with National Equality Authority)
• Member of the national NCHD Monitoring Group
• Member of the Health Service Executive HR Advisory Board
• Member of the National Joint Committee sub-committee on Equality
• Member of the working group on Employment Control and Methodology (joint
group with Dept of Health and Children and Dept of Finance)
• HRD representative on health, safety and welfare issues, member of the joint
working group with the HSEA, IBEC, Health and Safety Authority, Health
Boards, Voluntary sector, DATHS and unions
• Member of the Co-ordinating Group for Performance Verification – HR Report
• Joint Chair of the South Eastern Area Partnership Committee (joint
management and union forum)
• National Centre for Partnership and Performance Workplace of the Future –
member of the Public Sector Panel
Previous Ministerial nominations:
• Member of the National Implementation Committee for the Nursing Degree
Programme (NIC)
• Member of the National Task Force for Manpower Staffing (Hanly I)
Education
• MBA (Industrial Relations and Human Resource Management) with Distinction
through Keele University, England. Thesis on the Effectiveness of
Management Development in the Employment Service.
• PhD awarded by Keele University 3rd
March 2004, research into the impact of
strategic initiatives and middle management development as a change tool in
the UK and Irish Civil Service, ‘New public management through a glass darkly:
a case study of the impact of new public management on middle management
development in the UK and Irish Civil Service’
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2. Other Training
 Management Development Programme including residential training at
Emmanuelle College, Cambridge (2 year Civil Service wide programme)
 Management Development Course, Civil Service College, Ascot, Berkshire,
England (1 week residential)
 Policy Programme Modules I, II, and III, Civil Service College, Ascot, Berkshire,
England (3 modules each 1 week residential)
 Economic Policy Development, Civil Service College, Ascot, Berkshire, England
(3 day residential)
 Staff Inspection Training, HM Treasury, London, England and experience in job
evaluation, and loading and grading work up to and including Assistant
Secretary level in the Civil Service
 Formal Investigation Training, Employment Service, Sheffield for use in cases
of misconduct including theft, assault, etc., up to and including advising of
individual rights concerning evidence and taking of statements for use by the
police
 O&M Techniques, Cranfield Institute of Technology, England
 Quantitative Problem Analysis, Lancaster University Course
 Business Analysis Training, Mindworks, training in soft systems analysis based
on work done by Peter Checkland at Lancaster University
 Commercial Mediation, Friary Law/ADR, accredited training to provide
alternative dispute resolution
Publications:
• Viewpoint article “What are Agency accounts for?”, ‘Public Money and
Management’, Vol 16, No. 1, January-March 1996, published by the independent
research arm of CIPFA
• “Management Development in the British and Irish Civil Services”, ‘The Journal
of Management Development’, Vol 17, No.9, 1998. Co-authored with Prof
Seifert, Keele University.
• 2 papers awaiting publication: 1) ‘An historical perspective on public sector
ethos’, 2) ‘Middle managers perceptions of careers in the public sector’.
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3. Knowledge and Experience
I have a track record of highly developed strategic planning and management skills,
highly developed leadership and interpersonal skills that can facilitate co-operation
and consensus with a broad range of groups to ensure the implementation of
existing and new integrated HR & OD strategies, plans, process and procedures to
ensure a positive and progressive climate within which organisations can function
effectively and fulfil their mandate, as evidenced by a system of performance
indicators and benchmarks and within which an organisation can thrive. In addition
to my qualifications in the area of human resources and industrial relations I have
provided below examples of my knowledge and experience that I believe will add
value:
Strategic leadership
• I have considerable experience (29 years) of all aspects of human resources
management, general management and management consultancy in large
public sector service organisations during a time of rapid and significant change.
This included working at a senior level at a time when the Employment Service
became a Next Steps Agency and in Ireland facilitating the development and
introduction of the SEHB’s Corporate Strategy in response to the national
strategy ‘Shaping a Healthier Future’ (1994). At a senior level in the UK this has
involved facilitating the review of role, purpose and function of departments prior
to their being market tested and to provided the basis for managers to prepare
their in-house bids. In Ireland I have worked with all disciplines across the health
board to translate the National and Corporate Strategy into a team context.
• As head of the Human Resources function I have been active in the
development of HR as a strategic function my work has included corporate
responsibility for recruitment, workforce planning, training, pre-registration
nurse education, Nursing and Midwifery Planning and Development Unit,
post registration education, superannuation, employee relations, health and
safety, occupational health and library services.
• I had lead responsibility for national HR strategy and corporate planning within
the new Health Service Executive.
• In a freelance capacity I have worked with SMEs and Charities to provide full
HR services from the development of policies to the introduction of appraisal
processes and delivery of disciplinary procedures. I have also managed
redundancy consultations.
Managing diversity and behaving ethically
• As Chairperson of the national Equality and Diversity Working Group I am
responsible for leading the work on providing managers throughout health and
social services with clear national guidance on equality and equal status
legislation. This had led to the development of guidance on the employment of
people with disability, an implementation strategy, equal status guidance. Our
current programme of work is focused on guidelines on the Equality Act 2004
and Equal Opportunities Aspects of Recruitment and Selection.
• In partnership with union representatives work was completed in 2004 on a new
policy of Dignity at Work which replaced our Anti-Bullying policy. This had
provided a progressive approach for managers to deal with grievances at the
earliest opportunity and incorporated a commitment to developing the mediation
service (see Managing resources).
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4. • I have recently presented to my Executive Management Team colleagues a
proposed policy on Rehabilitation to facilitate staff who acquire a disability.
Communication
• As part of the development of human resources as a strategic function I have
regular meetings with HR staff from the hospitals and community care services.
These meeting provide a forum to keep key personnel up to date with national
developments and provide them with an opportunity to raise issues and
concerns they have.
• At Executive Management Team level I contribute to the organisation’s
communication policy but also through a number projects ensure that
information on Partnership and new initiatives are effectively communicated
through our regular newsletter.
• I am responsible for the maintenance of the human resources departments’ (8
departments) sites on our organisation’s intranet facility.
• I introduced an annual Training Prospectus to ensure that all staff had access
to training and development opportunities. The Prospectus is also published on
our intranet site but not all staff have access to this facility.
Developing teams and maximising individual potential
• I introduced multi-disciplinary management development for senior managers
within the Board.
• I facilitated the planning for the Clinical Directorate pilot at Wexford General
Hospital. This involved working with the Hospital Manager, Clinical Directors,
and Matron to define the structure and roles leading up to the official launch of
the pilot in April 1996. I subsequently provided consultancy support to the
Medical Director at Waterford Regional Hospital in the preparatory work leading
to the introduction of the medical directorate. The model used in Wexford has
subsequently been used in St Luke’s Hospital, Kilkenny and is being
implemented in acute services in South Tipperary.
• Consultancy service to the Employment Service Director, and his senior
managers, to facilitate their work on reorganising the Directorate. The resulting
new structure was implemented and involved 360 staff.
• Consultancy project to review the purpose and organisation of Employment
Services’ Internal Audit. As a result changes were made to the work
organisation, staffing and roles that provided the basis for the Internal Audit’s
competitive tender under market testing.
Improving service quality
• In Ireland my experience was initially focused on change within the health
services and this has bought me into contact with all aspects of the service.
The work centred on Corporate Strategy projects to assist managers and teams
to define their objectives, roles and performance measures. The groups I have
worked with include Senior Management, Psychologists, Public Health Nurses,
Physiotherapists, Occupational Therapists, Speech and Language Therapists,
Senior Nurse Managers, Clinical Directors, Social Workers, and clerical staff.
• I designed and implemented a Corporate Quality Project to provide a
management framework for Community Care Paramedical Teams. This work
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5. has led to the development of service and performance objectives and is now
focused on the definition of performance measures.
Managing resources
• I facilitated the review of the Personnel function within the Health Board with a
view to developing a more devolved system. Changes in the system were
implemented and for example led to the redesign of the induction process, the
extension of employee relations advisory services, the enhancement of
superannuation services including the recentralisation of services from the
psychiatric services, the introduction of occupational health and the
development of key guidance for line managers on Managing Attendance and
Dignity at Work.
• I led the development of support services for managers which included training
of resources for Critical Incident Stress management and the completion of
training 26 mediators to provide managers with support in dealing with
grievances at the lowest level of complexity.
• I provided consultancy support to the National Health Service Advisory service
to review their role and function following the Labour Relations Commission
review of the state of industrial relations in the health sector. The outcome was
a defined set of objectives and project plan for implementation.
• I am trained and experienced in a wide range of skills to improve performance:
including; organisation and methods; statistical analysis, business case costing
and investment appraisal.
Managing oneself
• Throughout my career I have developed a wide range of skills and
competences, my particular strengths lie in people systems, how they are
organised, managed and developed. I have knowledge and experience across
a wide range of functions including performance monitoring, designing
performance indicators, programme reviews and evaluation, team development
and management development.
• I am experienced in the use of using appraisal systems, staff development in an
Investors in People environment, change management skills and techniques
such as ‘soft systems analysis’ to facilitate the change process.
• Through further education I have successfully completed study at MBA and
PhD level.
• I have highly developed communication, interpersonal and team skills.
• I am a Chartered member of CIPD.
Health and safety
• I developed and implemented a comprehensive occupational health service
including an Occupational Health Physician, local Occupational Health Nurses,
Employee Assistance, Ergonomist service, Back pain clinic and independent,
free counselling.
• I extended the availability of Health and Safety Advisors to ensure
comprehensive coverage across the five counties covered by the South Eastern
Health Board to support local managers in achieving compliance with the
regulatory and legal framework. This service works as an integral part of
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6. health, safety and welfare services within the area in conjunction with the
occupational health service.
• I introduced a Well Being in the Workplace programme based on the findings of
an extensive survey of all staff that encompassed information on disability
status, bullying in the workplace, stress, etc.
Project management
• As part of the UK Government’s Market Testing programme I was the Contract
Manager for the branch I worked in (Business Consultancy Branch). As Contract
Manager I acted for the Employment Service in testing the Branch’s work against
the management consultancy services available in the private sector. I was
responsible for the feasibility testing of the service, drawing up the procurement
strategy in line with European procurement law, preparing the shortlisting and
evaluation criteria and was responsible for the propriety of the market test.
• I defined the range of work required for the delegation/devolution of pay
bargaining to the Employment Service from the Department of Employment.
This work was implemented and is the basis for the conduct of devolved pay
bargaining.
• I have knowledge and practical experience of quality system approaches e.g.
BS5750, ISO9000, and use of project management systems such as PRINCE.
Environmental management
• Through the introduction of the back pain clinic, ergonomist service and the
extension of occupational health services to include VDU eye tests is evidence
of my approach to ensuring an organisation fulfils its duty of care to its
employees.
• The extension of the health and safety advisory service enabled managers to
ensure their safety representatives and health and safety committees could
work proactively to ensure a safe working environment.
• In 2004 I instituted regular meetings with my Regional Health and Safety
Manager and the Health and Safety Authority to develop a more positive and
supportive relationship on issues the Authority had with health and social
services.
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7. Work History
Freelance HR
consultant
Providing HR Services to SMEs and Charities.
Sep 2009 to May
2013
Part time work running a registered charity, Volunteer Centre Aberdeenshire
Aug 2007 to Sep
2009
Freelance HR consultant and part time work on policy for Aberdeenshire Council
Jan 2004 to Aug
2007
Assistant National Director of HR, Health Service Executive, Dublin Responsible for the
HR transition from 11 health boards to 1 national organisation, including all union negotiations on
the new structure of HR including a shared service model, HR strategy for the HSE, negotiations
with different staff groups covering all aspects of HR and Organisational Development. Other high
level negotiations for professional staff groups for community based services.
Oct 1997 to Dec
2003
Director of Human Resources, Health Service Executive South Eastern Area, Dublin
Road, Kilkenny. Responsible for HR strategy and policy development, Employee Relations,
Recruitment, Training, Nurse Pre-Registration Education, Nursing and Midwifery Planning and
Development Unit, Continuing Nurse Education, Superannuation, Occupational Health, Safety and
Welfare and Library services. 11,500 people employed, paybill c. €490m
July 1995 to Oct
1997
Head of Change Management Unit
Duties: To take forward the development of the SEHB corporate strategy; design and implement
corporate quality projects; organisational development including reviews of personnel, finance and
management structures.
1975-1995 Employment Service, HO, 123 West St, Sheffield, Sth Yorkshire, England The
Employment Service is one of the Executive Agencies set up under the Department of Employment
(now the Department of Work and Pensions) as part of the UK Government’s ‘Next Steps’ initiative.
It employs approx. 40,000 staff nationwide. Annual budget in 1995 ₤3bn. National structure:
Executive Board: CEO, Deputy CEO and Directors of Operations, Programmes, Research, Personnel and Finance
|
8 Regional Directors
|
60 Area Managers and Area Offices
|
2,000 Local Offices
My work from 1975 to 1985 was in a Local Office, from 1985 onwards I was based in HO and my
work would have had a national impact.
(1991-1995) Senior Business Consultant in the Employment Services’ Business Consultancy
Services (Branch Head reporting to the Deputy CEO). Post initially SEO (AP equiv)
regraded to Senior Business Consultant under devolved pay arrangements. Investigating, analysing
and making recommendations/identifying options concerning operational and performance issues
that affect the delivery of services at a national level.
From November 1994 to April 1995 on secondment to FAS Head Office in Dublin.
(1990-1991) Responsible to Director of Programmes for directorate support functions including finance
monitoring, operational planning - working with Regional Directors to compile plans and agree
monitoring frameworks, and communications – developing communications within the Directorate
and with Regional Offices through IT networks, newsletters, etc.
(1990) Working for the Director of Programmes on the review of the directorate structure and
implementation.
(1987-1990) Programmes Directorate: Performance monitoring for national services to the long term
unemployed people, advisory services, programmes, fraud, adjudication. Counselling resources
allocation (£6m approx) to national network. Re-design of monitoring systems in response to policy
changes. Developing new monitoring systems and performance indicators when new Government
measures introduced.
(1985-1987) Operations Directorate: (moved to develop career at Head Office, strategic/policy level)
Developing direct public access information technology systems including representing management
with the trade unions. Projects included developing direct access to job information, multi-lingual
access to information for ethnic minority groups.
(1978-1985) HEO Manager of a Leicester Jobcentre (40 staff) responsible to the Area Manager.
Population c.5m. Duties included advising employers on recruitment including for example
legislation governing conditions of employment and equal opportunities. Handling major recruitment
and redundancy exercises. A member of the Area Manpower Board’s Sub-Committee on Equal
Opportunities.
(1975-1978) Clerical and Executive Officer posts.
1974 Gee Advertising, Leicester. Secretary to Director.
1973-1974 Baxters of Speyside, Scotland. Personal Assistant to Marketing Director.
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