Liz Barnes
Director of People and Organisational Development, Scottish Fire and Rescue Service
I began my working life in Business Administration roles in a global computer manufacturing organisation, managing the forecasting, build planning and distribution of computer hardware for customers across Europe. This provided me with an excellent understanding of how businesses operate prior to moving into my chosen career in Human Resources. My first HR role was in training, where I worked with managers on the training needs analysis in their teams and in the design and implementation of relevant solutions. Whilst studying for my HR professional qualification with the Chartered Institute of Personnel and Development I worked as a Resourcing Specialist, responsible for recruitment for a variety of roles, from large numbers of manufacturing operatives, to engineering and IT graduates.
I then moved to a rapidly growing catering and facilities management company where I set up the HR Department in my role as HR Manager. I progressed to the role of Group HR Director, responsible for Payroll, Health and Safety, HR and Training. During this period I enhanced my skills in employment law, dealing with complex legal issues relating to the acquisition of various business, working with a variety of Trade Unions.
I then moved to the mobile telecommunications industry where I completed a Masters Degree in Employment Law and was involved in the merger of two large mobile phone companies where I latterly held the position of Employee Relations Director. Following this I gained experience in online retail and food manufacturing in Head of Function positions before joining SFRS in autumn 2016 as Head of Human Resources and Organisational Development. Since joining the service I have spent much of my early months developing an understanding of the Service and how it operates. I have also been responsible for leading a number of key activities including a restructure of the HROD function, development of a workforce planning and resourcing strategy, implementing an improved RDS recruitment process and two large Wholetime Firefighter intakes.
Since January 2018 I have held the position of Director of POD with responsibility for Health and Wellbeing, Leadership Development and Human Resources and Organisational Development.
I report to the Chief Officer and drive and influence capacity building at individual employee and organisational levels. I play a key role in leading change and the development of a competent, empowered, flexible and supported workforce.
My role as a member of the Strategic Leadership Team is to ensure that the SFRS improves the health and wellbeing of people across the whole of Scotland by working with others in the public, private, voluntary and community sectors, focusing on prevention, protection, intervention and response.
I have Directorate responsibility to deliver a People and Organisational strategy which addresses all functional areas within my remit. In doing so establishing supporting systems, process, structures and roles to ensure effective delivery of the Strategic objectives. My aim is to ensure that SFRS continues to enhance its reputation as a good employer with high performance at its core. My focus is on employees as individuals and ensuring they are developed, supported and empowered to do their job and in creating the best balance between their personal and work lives in an equal, diverse environment.
Since joining SFRS I have led the process to recruit over 2,000 firefighters and harmonised the Terms and Conditions of employment for the entire Service, following the merger of eight legacy Services into one. I have created and implemented a new leadership framework which has developed a solid pipeline for internal appointments into leadership roles against the backdrop of an aggressive retirement profile and developed a new reward and recognition scheme for all employees providing a flexible range of benefits.
I am currently leading major organisational change in the development of an agile workforce, taking the positive outcomes from the global pandemic and embedding into the organisation. This will support person centred working and wellbeing arrangements via an established Wellbeing Group. I am also leading a process to renew all people, training, finance, assets and rostering systems to remove all legacy systems and implement new fit for purpose systems which are aligned and serve our current and future needs.
