Danielle Kellermann Email & Phone Number

Brisbane, Queensland, Australia

HRIS stream lead for new HR, Payroll, Finance, Rostering and Training system implementation.

Brisbane, Queensland, Australia

Brisbane, Australia

JBS Australia has approx. 10,000 staff throughout the country, being part of the Corporate HR team, I supported the business with both their day to day operational requirements and rolling out additional modules to their Success Factors ERP. In line with the performance life cycle, I played a major role in the implementation of KPI based Goals module, Values based Performance, 360 Reviews, 9 Box evaluations and Recruitment along side our implementation partner, Deloitte. This included requirements gathering, current and future process mapping, UAT, writing and delivering audience tailored training for both front line operations and Corporate teams.Working with the in house developers, we also designed and delivered an internal performance platform called HRX that enabled fast and simple ways for site based HR teams to document day to day incidents and absences for Factory and Manufacturing Plant employees.

Brisbane, Australia

Reporting through to the CFO, my role covered all aspects of day to day Human Resources operational responsibilities to provide practical and professional support to the leadership team and our staff. From negotiating and introducing new employee benefits to people management challenges, my role works closely with our team to identify, plan and implement HR solutions to meet the changing needs of the business. This includes;• Workforce planning, incorporating talent management and succession planning• Recruitment, selection and on-boarding processes• Implementation and on-going management of organisational change processes• Performance management processes and outcomes• Management of employee relations issues including complex and sensitive issues such as complaints, grievances, separations• Designing, developing and implementing P&C programs and initiatives• Identifying HR issues and to measure and evaluate the impact of HR initiatives and programs• Workforce planning, incorporating talent management and succession planning• Recruitment, selection and on-boarding processes• Implementation and on-going management of organisational change processes• Policy and Procedure reviews• Performance management processes and outcomes

Brisbane

From Thiess to Leightons to Visonstream to Ventia, this was a whirlwind of experiences that moved from a merger through to the creation of a new brand and all the change challenges that went along with it. At Thiess I started on the QCLNG project with 21 construction sites and 3,000 people, workforce planning, mobilisation, demobilisation and keeping the meccano set moving was key to my role. Working with the Project Managers, HR site teams, travel and sub contract partners, I looked after the existing staff, recruiting and onboarding new members and demobilising teams as the project wound down. When the project was coming to an end I moved into the Thiess Services team as a Recruitment Advisor. In the Services business there were 3 HR staff for 750 employees. Although my national responsibility was largely Recruitment, being the only team member in Brisbane, a lot of time was spent in the HR Generalist space looking after the operations as required. Thiess and Leigtons separated construction from mining and the services business merged with Visionstream and then moved to newly created Ventia Group. This was a huge change program that not only changed the branding but also the vision, values and everything that came with it. The cultural change program played a big part in the selection process within the new brand and was gave the team a leading role in being true change agents.

Rio Tinto

As the Integration Advisor I was part of a small group that went to India to train our offshore recruitment team in addition to end to end project recruitment for various sites across the country throughout my time at Rio Tinto. My three main responsibilities over this time were;•Integration Advisor- On and offshore roll out of process change. On return from India, it was my role to ensure the Australian team were aligned and following the on shore changes. I was responsible for managing the success of the new process implementation for all three teams (Perth, Brisbane and India) including any issue management and upward reporting of progress and providing solutions to any part of the process that needed improvement along the way. •Looking after the professional recruitment for the Nammuldi/ Brockman 2 expansion. High volume fast paced ramp up.•End to end professional recruitment for Clermont and Blair Athol mines. Strong stakeholder engagement, strategic sourcing and influencing on best practice in all roles.

Townsville, Australia

Trades and Mining.Blue Collar recruitment for mining and heavy industry. Local and FIFO trade qualified/ skilled labour hire positions including shut down crews. HR/IR responsibilities along with HSEC management including site SMS Audits, incident reports and Workcover coordination.

Fifo Ex Townsville

Site based role. Full end to end recruitment including responsibilities usually undertaken by HR such as determining salaries for contracts, writing/ editing PDs and on boarding. Mostly white collar roles with the addition of arranging and coordinating bulk processes for Graduates, Vacation Students, Trades and Mine School candidates. Working directly with hiring leaders advising on strategy, process and procedure and best practice.

Brisbane, Australia

MiningExecutive temp desk sourcing professionals such as Engineers, Geologists and similar contracting professionals. As this was a "cold desk" there was a strong emphasis on business development which I successfully turned around in a short time gaining contracts with clients such as BHPB and Xstrata.

Brisbane, Australia

Construction and MiningIn this start up business there was a heavy emphasis on business development. I worked with clients in Commercial and Civil construction and trained new employees to take over those desks then moved onto mining.

Brisbane/ Gold Coast

Vanitas Promotions was a direct marketing company that sold credit products for clients such as American Express, Citibank and Woolworths. I was responsible for all facets of owning and managing the business including recruiting, mentoring and managing up to 30 staff at any one time to sell the products face to face throughout Brisbane and the Gold Coast.

Brisbane/ Gold Coast

I managed teams of 10 - 30 in silver service, this included managing the banquet team for what was the largest function facility on the Gold Coast prior to the Convention Center being built with 15 functions rooms and a capacity of 500 for seated dinners and various conventions being held there, when Palazzo Versace opened as the first 6 star hotel on the Gold Coast I moved across as one of the first Restaurant Supervisors.