David Bacon Email & Phone Number

Adelaide, Sa, Au

Adelaide, Australia

A people and solutions-focused HR leader with experience across a wide range of sectors including Financial Services, Pharmaceutical, Retail and currently Automotive. Leading the HR team to provide strategic and operational Human Resources support and drive HR initiatives which support organisational business strategy.Key aspects of my role include policy development to ensure the effective use of the HR function to achieve business objectives and HR initiatives of the Australian operations. Support, partner and influence the senior management team and individual managers and employees on all non-transactional HR related issues that drive business performance and participate in delivering business goals.Work across the breadth of the organisation to deliver and ensure strategic HR initiatives in all areas such as but not limited to Change Management, Organisational Development, Leadership, Talent Management, and Employee Engagement.

Adelaide, Australia

 Responsibility for a team of staff delivering strategic and operational human resource advice. Working closely with Pro Vice Chancellors; Directors, senior staff and managers, key deliverables are to lead people initiatives, drive the delivery of excellent, supporting change via effective people services for professional divisions/ business units. Achievements and responsibilities included:o Provide strategic advice, options and support to managers and staff in relation to a wide range of people issues. o Providing day to day operational leadership to a team of HR Business Partners & HR support staff. o Supporting and advising Senior Leaders regarding a wide range of sensitive and high-risk cases.o Supporting business units with recruitment & retention, workforce planning, leadership development and succession planning. o Mentoring and coaching the team, providing them with support and recommendations in relation to complex people matters.

Adelaide, Australia

 Responsible for the development and delivery of initiatives that build staff capability, engagement and cultural alignment, including:o Day to day leadership of the People and Culture Business Partners to provide direct service support to the business.o Managing complex employee relations issues. o Facilitation of the leadership and career development programs, including talent development mapping and succession planning.o Technical, product and compliance training.o Culture and engagement programs including the annual staff satisfaction survey and staff engagement/volunteering activities.

Adelaide, Australia

Adelaide, Australia

 Responsible for strategic planning, employee development, leadership, implementation and the direction of the HR team. Leading a team of People & Culture Leaders who have the responsibility for the effective management of the day to day operations of the HR department including:o Reviewing employment policies & practices, workforce planning, talent acquisition, remuneration and WHS.o Organisational culture and values including development and implementation of the staff value proposition; employer brand; culture and internal communication; staff events; staff engagement and CSR programs; and values & engagement survey.o Staff and leadership learning and development; skills and knowledge programs. Key activities include delivery of programs; initiatives and activities that directly result in:o A highly engaged, motivated and culturally aligned workforce.o Ensuring that we act upon key messages received during the annual Values & Engagement survey to help create a stronger Credit Union and to drive employee engagement. o Alignment of staff capability and culture to the strategic plan, purpose, brand, values and vision.o The development, implementation and delivery of policies, processes and systems that mitigate risks and support legislative requirements.

Adelaide, Australia

HR Business Partner to the Site Director. Member of the site SLT. Managing a cultural change from a R&D environment into Operations. Created, communicated and executed upon the annual people plan for the site. Delivered a site wide cultural transformation program with the main focus being responsibility and accountability. Implemented a new recruitment strategy which has delivered excellent international candidates and also saved over $500k by direct recruitment methods. Influenced other HRM’s across the ANZ region to adopt the direct recruitment strategy that has been so successful in Adelaide. Conducted succession planning across the whole site ensuring that all talent rated employees have a robust development plan in place. Designed and embedded a talent strategy that includes multiple talent pipelines for acquisition, internal development, succession, and mobility to meet growth/market opportunities. This has resulted in increased retention, greater bench strength and less reliance on the market for recruitment.Introduced best practice absence management solutions. In 2014 site attendance levels increased by 22% & a further 6% in 2015.Mentored and coached two junior employees who have career aspirations to move into HR. Delivered a global management development program for new first line managers/supervisors.

Adelaide, Australia

Head of HR (SA/NT & NW WA). My role covered three states, 64 stores and 7500 team membersLeading the HR team implementing HR Change across 64 stores across metro Adelaide and remote stores within SA, NT and NW WA.HR Business Partner to the Zone GM and playing an instrumental part in the zone’s senior leadership team.Driving key HR initiatives particularly talent development, absence management, team member retention and team member engagement.Alignment of the HR function to meet business requirements. Leading a HR team of seven direct reports (3 x Regional HRM’s) and four indirect reports.Demonstrated success in negotiating industrial/employee relations matters (including EBA’s, disputes and Industrial Tribunal/FWA appearances) and supporting management to achieve agreed outcomes in a unionised environment.Lead a national project to tackle HR opportunities within remote locations specifically within NW WA and NT.Managed indigenous recruitment and retention ensuring that local communities are represented in stores.Implemented absence management best practices to reduce absence hours by 1500 a week. This represented an approximate saving of $150k a year in salary payments alone.Implemented retention strategies across NT and NW WA which resulted in a saving of approximately $300k in six months.Influenced the SLT to adopt a new recruitment strategy to source headhunt experienced store managers from local competitors.

Providing HR leadership on all matters including employee relations, compensation & benefits performance development, training & development and recruitment & retention.To provide fast, effective & robust management of all HR related matters to both the Head Office team and all staff based interstate and within New Zealand.Implementing HR related change programs by coaching and influence the Senior Management team so as to maximise the business benefits and to minimise employee disputes and OHS risks.

Kuwait

Responsibilities:• Leading the HR team of twenty, providing specialist HR support to CEO and Senior Management team.• Introducing HR best practices particularly within the areas of policy development, recruitment, employee relations and compensation & benefits.• Setting and implementing HR strategy together with adopting a practical approach to support for the food manufacturing team, retail operations and Head Office teams.• Coaching a large HR team to provide pro active HR services and to seek ways to achieve outstanding results.Achievements:• Introduced direct recruitment best practice to decrease recruitment timescales by up to eight weeks for senior appointments. Saved recruitment expenditure in the region of $400k AUD by internet based advertising and re-negotiating all agency terms.• Introduced fairness and parity for all staff benefits dependant upon grade and level. • Set up a preferred supplier agreement with a leading travel agency so as to service manage our travel business account which was in excess of $1m AUD per annum. This enabled us to see a savings in the region of $120k AUD per annum and also saw employee relations advantages as I negotiated an agreement where a member of the travel agents staff was based within our Head Office. • Set up and facilitated a staff forum to encourage communication, openness and seek new ideas which resulted in improved employee moral and generated ideas to improve terms and conditions, e.g. introducing staff discount for all, flexible working hours and customer service initiatives. Reason for Leaving: Relocation to South Australia.

Kuwait

NBK Capital, the leading investment management company in the region, focuses on offering a diversified range of innovative financial products and services to clients. Formulating and executing upon the resource planning and recruitment deliverables of the strategic people plan. Partnering with colleagues in Reward and Learning & Development to ensure a joined-up workforce strategy was delivered to internal clients, in line with business and market demands. Deliver talent management and succession plans, identify skill gaps and propose training/development actions as appropriate. Partnered with senior leadership to design and deliver multiple redundancy programs across the GCC. Headcount reductions exceeded targets and programs delivered within deadlines, with no legal or ER impact. Reason for leaving – Redundant role.

Kuwait

Responsibilities:•As this was a new role for the Company, I was instrumental in setting up modern HR processes and policies to particularly improve Recruitment, Compensation & Benefits and Employee Relations. •Working closely with the Board team to proactively plan and implement HR strategies to meet current and future business requirements. •Adopting a pro-active and inspirational approach by leading the company’s drive to become an ‘Employer of Choice’.Achievements:•Conducted a complete review of HR policies & practices including rewriting the employee handbook’s and managing its re-launch.•Built up a database of screened and acceptable candidates able to start work at short notice. •Conducted market research to ensure that the total package was competitive.•Introduced direct recruitment activities on a global scale, particularly the UK and Australian market places. •Introduced a new performance review process and created job descriptions for all roles. Trained and coached all line Managers regarding objective setting and how to embrace the process fully.Reason for leaving: Headhunted to VP role.

Kuwait

1. Group Resourcing Manager (Sept 04 – Jan 06)2. Divisional HR Manager (Jan 06 – July 06)Responsibilities: •Managing a team of four HR Managers across eight countries within the GCC and providing HR leadership to the largest business unit which was approximately 75% of the total business. •Formulating strategic HR goals to achieve diversity mix’s and localised nationalisation targets.•Writing and embedding HR policies/processes to achieve business goals and to achieve fair play and consistency.•Driving talent development programs and succession plans across the division.•Managing all Head Office resourcing requirements and all management appointments to meet the increasing demands of the Business. Achievements:•Influenced the family owners to offer modern working practices and introduce a suite of senior level executive benefits. •Conducted manpower planning and succession plans to ensure that the large scale recruitment requirements were always achieved.•Spearheaded recruitment strategies from new and emerging markets including Central & Eastern Europe, Asia and Africa.•Implemented and drove a Kuwaiti graduate scheme that introduced twelve graduates into the business during 2006.•Achieved a diversity mix target to meet both localisation requirements in all operating countries and internal targets to increase Arabic speakers within stores.•During 2005, my team and I recruiting 1500 staff to the Middle East, including the recruitment of all managerial level appointments.•Recommending and implementing best practice to reduce resourcing timescales and costs. During 2005, achieving a 20% reduction in time and cost savings over $120k AUD by direct resourcing strategies.•Developing the team to ensure that current and future talent demands are met. I also invested a great deal of time in developing a team that works together and enjoys coming to work.

Operating as a HR Business Partner to the Area Director. 4,500 employees.Implemented HR change including introducing a ‘shared HR service’ model, flexible benefits and succession planning and various restructuring strategies. Resolving a wealth of employee relations issues within a unionised environment.Managing the Area’s annual pay review.Line Manager for a team of 7 direct reports and 12 indirect reports. Recognised assessor for the Bank’s Senior Management Talent pool. Level B SHL psychometric qualified.Set up resourcing committee to help re-deploy redundant staff, this model was eventually rolled out Group wide, resulting in cost savings of over £425,000.