Clayton W. Santana

EDUCATION §  MBA majoring in Human Resource  Management  – Heriot-Watt University Business School – Edinburg University (UK)

§  Member of Association of Business Executives {Advanced Diploma in Business Administration. (ABE)}

§  November 2009:  Competency Certification Workshop Level 2 – Institute for Human Resource Management Canada

§  May 2009:  Competency Certification Workshop Level 1 – Institute for Human Resource Management Canada

TRAINING §  July 2004:     Change Leadership – Commonwealth Telecommunications Organisation (CTO)

§  November 2003 Train the Trainers. Performance Coaching & Feedback.  – RHEA Consulting

§  August 2003: Assessment Centre Design – RHEA Consulting

§  June 2003:    Emotional IntelligenceInstitute of Business (IOB)

§  May 2002: Strategic Project Management- Project Management  Institute

§  August 2001: Strategic HR Management – University of  Michigan

§  August 1998: PeopleSoft Training in HR and Payroll modules.

§  April 1998:    Rapid Implementation Methodology  -Maximum Potential Int’l

§  June 1997:    Queue Management – Vantage Consulting

§  August 1996: Lotus Notes       – Pro Advanced Technology

§  October 1994: Strategic Planning Workshop   – Institute of Business (IOB)

§  August 1993: Human Resource Management   – Bailbrook College – UK

§  September 1987: Effective Transactional Interviewing –CJMP Ltd.

§  February 1986: Manpower & Resource Planning – Aer Lingus  Dublin, Ireland. Areas covered included: Ergonomics, Methods Study, Statistics, Work Measurement, Activity Sampling, Organisation Research & Queuing Theory, Productivity Management, Project Planning & Evaluation, Quality Control, and Consultancy Skills.




October 2014-March 2015

Assisted in the design of executive assessment centre for National Insurance Board (NIB), and Trinidad and Tobago Morgage Finance Company (TTMF) and performed as Lead Assessor on some of the assessments.


August 2013

Service Commission

Assessor in the Assessment Centre for Deputy Permanent Secretary for the public service.


November 2011 – June 2013

Lead Consultant

Ministry of Public Administration

·        Designed , established and ran Assessment Centres for key positions in the Ministry of Public Administration.

·        Directed the design of database for the administration of contract staff at the Ministry.


September 2010

Co-Facilitator UWI Competency Certification Workshop Level 1 training


July 2010- August 2010


Lead Consultant Eastman & Associates – Consultancy for the

Chaguaramas Development Authority (CDA)

·        Review of the human resource procedures and processes and development of human resource policies, new and re-engineered procedures and processes.


March 2008 – March 2010 – Ministry of Public Admin/Ministry of Information

 HR Consultant, Strategic Human Resource Services

·        Conducted organisation assessment study on the Human Resource Division of the ministry and reengineered the HR policies, processes and procedures and organization structure to ensure strategic alignment of human resource services of the ministry.

·        Developed proposal to the Chief Personnel Officer (CPO) on appropriate compensation for (a) key positions in the newly formed Ministry of Information, (b) National Strategic Management Group (NSMG) in the Office of the Prime Minister, and (c) for the Information Technology department of Ministry of Public Administration.

·        Established and ran Assessment Centre for key positions in the Information Technology Department of the Ministry of Public Admin.

·        Assisted, as member of Strategic Planning Team, in the development of a strategic plan for the Ministry of Public Administration

·        Provided advice on strategic human resource matters to (a) Strategic Human Resource Management (SHRM) Team on the transformation of human resource management in the public service, the Leadership Development Team on the development of leadership competencies in the public service, and (c) line divisions such as Public Sector Transformation Division (PSTD) and HR on the definition of position descriptions and competency profiles for leadership positions.ptember 2008.


April 2002 – December 2004 TSTT

Operational/Business Readiness Leader – CRM Development

§  Lead a team of professionals and support staff in developing and implementing new organisation structures and human resource systems to facilitate the creation and sustenance of a new culture to ensure success in a highly competitive environment.

§  Direct, guide and coordinate the determination of logistical requirements, provision of end-user training, and reengineering of business processes to improve process efficiency, enhance customer service and realize deployment of customer relationship management strategies.

§  Develop and implement change management programmes inclusive of stakeholder analysis, formulation of change strategies, and design and coordinate communications to minimize resistance to new structures, human systems and processes.

§  Accomplishments:

· Successful implementation of Pilot Organisation for Premium customers              resulting in a 20 point increase      in the customer relationship dimension       of the customer satisfaction index.

§  Development and successful implementation of new human systems for selection and advancement(competency based interviews and assessment centres), training and development curriculum, performance    management, compensation, recognition and reward and symbols.

§  Reengineered processes for sales, installation, fault resolution, billing               and payment for the Premium, and Choice customer segments,

§  Implementation of major changes in the organisation with minimum resistance due to carefully formulated change management strategies.


December 1995–2002       TSTT

Human Resource Advisor – Change Management Team

§  Development of culture change programmes to improve customer service and  leadership skills.

§  Led the HR functional team in the implementation of PeopleSoft systems.

§  Designed and administered performance management system for executives,       management staff and executive secretaries

§  Developed new human resource policies and attendant procedures for the    Company

§  Achievement:

§  Developed and secured approval from the Board of Directors for the following:

§  Implementation of  a process oriented organisation structure.

§  Headcount Management Policy -policy covered human resource forecast, staff optimization/reduction strategies inclusive of retraining   and redeployment procedures and early retirement/voluntary separation plans.

·         · Proposal for the creation of Professional Job Grouping

§  Developed and secured approval for Core Values and Culture Enablement Programme.

§  Developed and launched the Extra Milers Staff Appreciation and Recognition  Programme


November 1993–December 1995     TSTT  

Organisation Planning Manager

§  Key Responsibilities: Direct, coordinate, administer and integrate the human resource activities related to HR Planning, Recruitment & Placement, Wage & Salary Administration, Employee Services, Employee Assistance Programme and Human Resource Information Systems.

§   Accomplishments:

§  Successfully coordinated programme to reduce staff in Customer Services & Traffic Operations through voluntary separation programme and redeployment.

§  Implement new Dun & Bradstreet human resource information systems modules of Skill Bank, Leave Administration, Training Administration.

§  Developed and deployed strategy to reduce non-permanent staff in the company.


September 1988–December 1993     TSTT

Manager Manpower Planning & Compensation

§  Accomplishments:

§   Designed and successfully implemented first integrated structure for

TSTT after the merger of TELCO and TEXTEL.

§  Directed and administered Management Job Evaluation Exercise after the merger of TEXTEL and TELCO

§  Designed and conducted training programme for members of the Job Evaluation Committee and performed the Secretariat role.

§  Designed job classification structure and developed compensation plan,   benefits packages and placement procedures for management staff in the newly formed TSTT with minimal problems in the implementation process.

l  ·      Developed and deployed strategy to reduce non-permanent staff.

l  ·  Conducted work-study in Customer Services to determine the appropriate  mix of full time and part time employees and implemented  revised staffing plan.

·   Developed one-year manpower plan for 1989 in keeping with 5 year plan                 (1988-1993)

·   Administered the Voluntary Separation Plan to ensure achievement of      the manning levels in the manpower plan.


1980-1988        BWIA

Manpower Analyst

l  Conducted manpower studies on the impact of rostering procedures on flight attendants’ productivity and developed proposal for a revised procedure for scheduling flight attendants.

§    Developed proposals for corporate restructuring and directed implementation of the new structure system wide.

§    Led human resource intervention exercises in the Antigua, Barbados, and London offices. Intervention included restructuring regional offices; conducting job analysis, job evaluation, wage survey, and compensation design exercises, negotiating with the respective unions to secure agreement for new jobs and salaries, and implementing new organisation and salary structures.

§    Member of Negotiating team and represented the Company at the Industrial Court.

§    Implemented Management Systems of America MSA (now Dun & Bradstreet) human resource systems in BWIA.



§  Mr. Bernard Miitchell

Chief Operations Officer

Evolving Technologies & Enterprise Development Company Limited

Don Miguel Rd Extension, San Jaun

Phone 680-0026

§  Ms. Gillian Mc Intyre

Permanent Secretary

Ministry of Public Administration

Cor. Abercromby and Hart Streets

Port of Spain, Trinidad

Phone 623-4724


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