Deena Vallance Email & Phone Number

Nelson, New Zealand

Manage a small team of Project Managers as well as my own projects, focused on new Managed Service Programs (MSP) and Recruitment Process Outsourcing (RPO) implementations, and strategic internal projects, across the APAC region.- Facilitate initial discussions with clients and internal stakeholders to determine appropriate model, scope, approach and methodology for the project.- Bespoke project planning.- Assemble project teams covering all SME areas. Project teams typically consist of 10-15 members.- Facilitation of discovery workshops with clients and internal stakeholders. - Recruitment process analysis, business requirements gathering & solution design.- Technology implementation.- Supply chain and contractor transition management.- Change management and comms.- Detailed dependency/risk/issue management, project reporting and governance.- Complex stakeholder engagement & management.- Project review, lessons learned, closure and transition to BAU.- People Management + management of multiple projects concurrently with complex prioritisation.- Key Systems Used: MS Project, MS Teams, Visio and Acuity.Key accomplishments:- Implemented external projects for numerous clients including Vodafone NZ, NXP India, Toyota Motor Corporation Australia, UD Trucks, Suncorp and Allianz. - Implemented several strategically important internal projects including business planning for expansion into China, account retention and expansion program, business model redesign for the Agency business, process improvement using new tech for the agency business and the set-up of a new professional services organisation in Australia (James Harvard). - Developed a standardised project management approach for RPO implementations in APAC. - Developed and rolled out an internal program on Design Thinking, for the purpose of retaining and improving key accounts.- Coached & developed 4 junior Project Managers while supporting their project implementations.

Sydney, Australia

Responsible for applying strong project management discipline and governance to a range of Leadership Development projects, to enhance the learners' experience and increase the company's return on investment.Key accomplishments:- Led a project to implement Leadership Advantage, Skillsoft's online Leadership Development system for self-directed learning, at CBA. Working closely with CBA and Skillsoft developers to eliminated all technical and content issues, reduced video buffering to 5% and reduced the number of clicks to access the portal from three to one through the use of Single Sign On (SSO) technology. - Completed a full evaluation of external collaborative learning platforms to house all CBA Leadership Development learning content. This evaluation enabled the project team to quickly progress the development of a new Leadership Development program with confidence that the chosen IT solution would meet the needs of the business.- Used Agile project management techniques to fast-track the development of the new Leadership Development program, including the set up and management of iterative development using the Scrum methodology.- Led the development of a new three-year CBA Leadership & Talent strategy from planning, workshop facilitation, stakeholder engagement/input, through to defined success measures and implementation. The resulting strategy gave the team clarity, strategic direction and motivation for the future work ahead.- Developed a standardised in-house project management methodology and SharePoint portal for CBA HR including recommended approach, resources and templates. Benefits included improved internal project management knowledge and confidence, accelerated project initiation and delivery, reduced project risks and inefficiencies, as well as improved governance and change management.- Key Systems Used: PeopleSoft, PeopleInsights, PeopleLink (Cornerstone LMS), Leadership Advantage and SharePoint.

Sydney, Australia

Responsible for the full end-to-end project management of CBA's annual employee engagement survey, and related pulse surveys. This was a large-scale and high-profile project scrutinised at senior management level.Key accomplishments:- Project managed CBA's annual employee engagement survey, and related pulse surveys, impacting 52,000 employees across 15 countries. Turned the project around after a period of mismanagement through a focus on project leadership, relationship building, system configuration, data migration and analysis. Met all project deliverables despite tight timeframes, challenging vendor arrangements and a complex stakeholder engagement model. - Led a significant process improvement and cost saving initiative which implemented 14 solutions to address over 90 process pain points across the survey process. Tangible cost saving of $95,000 annually.- Provided guidance and strategic advice to over 40 key internal stakeholders with complex, and often conflicting, business requirements. Successful management of the requirements of these stakeholders, along with cultivating positive working relationships, ensured the project was supported and promoted throughout all areas of the bank. - Managed external vendors to support CBA's culture programs. Investing early and often in these vendor relationships resulted in improved partnerships and superior project outcomes.- Designed and delivered post survey training to over 100 HR leaders, which enabled the smooth delivery and analysis of survey results across the CBA Group.- Partnered with HR Representatives and the internal HR analytics function to develop analysis and insights for each line of business and advise on action planning. Maintaining an ongoing focus on results and action planning guaranteed continuous cultural improvement at a team, department and company level.- Key Systems Used: PeopleSoft, PeopleInsights and Kenexa Reporting Solutions.

Sydney, Australia

Split role with 50% of time dedicated to HR data and systems analysis, and the other 50% dedicated to project management of the annual employee engagement survey, for the Wealth Management (WM) Business Unit.Key accomplishments:- Led the review, sign-off and implementation of PeopleInsights (an automated HR reporting and analysis system for people managers) for WM. Implementation included co-facilitation of over 50 training sessions for people leaders. Benefits included improved access to HR data for people managers and significantly reduced reporting and analysis demands on WM HR.- Advised on vendor selection for a large-scale system migration (PeopleSoft to Workday), as part of a vendor selection panel.- Represented WM on the Project Working Group for the CBA annual employee engagement survey. Responsibilities included complex data collation, system testing, timeline management and communications, advocacy for WM business requirements and survey preferences, process guidance and advice, system training, and analysis of survey results for the WM Leadership Team. - Completed a full review of the HR data processes within the Global Assets Management (GAM) division. This resulted in a significant productivity improvement for the GAM HR team, as well as improved the integrity of GAM HR data.- Designed and developed a comprehensive quarterly HR reporting and analysis process for the reporting of key HR metrics to WM senior leadership. Regular access to HR data enabled the senior leadership team to track HR trends over time and make people related decisions in an informed and data driven way.- Key Systems Used: PeopleSoft, PeopleInsights and Kenexa Reporting Solutions.

Sydney, Australia

Responsible for all HR reporting and analysis requirements on behalf of the Australian HR team. Key accomplishments:- Designed and developed detailed monthly and ad-hoc reporting and analysis for the HR team. Completed analysis requests to tight deadlines for the senior HR team, ensuring people related decisions were made in an informed and data driven way.- Identified a significant opportunity to review the local HR processes for improved accuracy and productivity. Established a project team that resolved all issues within 6 months. This was recognised as a significant productivity improvement and a noteworthy contribution that was above and beyond the scope of my role.- Key Systems Used: PeopleSoft, SharePoint and Business Objects.

London, United Kingdom

Responsible for all data analysis and systems support required by HR leadership and the Head of Compensation and Benefits.Key accomplishments:- Led an HR systems migration project with no issues from day one. Responsible for the transfer of all HR data and system functionality from SAP to PeopleSoft. Negotiated with all key stakeholders to ensure the outcomes met business requirements.- Managed two significant compensation system improvements relating to automated reporting and streamlined data uploads. These improvements considerably lowered process costs and turnaround times for the annual compensation review process.- Managed the system and data integrity portion of the annual compensation review process, including system uploads, development, testing, monitoring of changes, and data analysis. Completed two review cycles with no system or payment errors. - Completed all Management Information reporting and analysis. Analysis included benefit cost modelling and vested/unvested bonus analysis. This analysis ensured accurate people costing with impact on the sale price of the business to Bank of New York Mellon in 2010.- Key Systems Used: SAP, PeopleSoft and SumTotal.

London, United Kingdom

Pure IT focused role responsible for all support, analysis and improvements relating to the SAP HR system.Key accomplishments:- Worked closely with the internal IT team to manage the delivery of two significant system improvement projects: HR Portal functionality improvements and an automated authorisation form. These system improvements considerably reduced the number of hours spent each week by people managers and HR on routine people processes.- Initiated nine other system improvement projects, all of which were in progress at the time of my leaving. - Served as the main point of contact for the SAP HR system and HR Portal including user guidance, backend error fixing and amending data feed errors. Ensured zero system downtime. - Maintained the SAP HR database with overall responsibility for data integrity and data analysis. - Key Systems Used: SAP and Remedy.

London, United Kingdoma

Irvine, California

One of three HR Business Partners for the Manufacturing and Engineering departments based in Irvine, California. The project focus of this role led to an ongoing interest in project management.Key accomplishments:- Lead the selection, development and implementation of a new company wide annual review system.- Wrote and presented training on the new annual review system to over 200 people managers. This training was the cornerstone of the change management approach and gave managers the confidence they needed to transition to a more autonomous annual review process.- Worked on numerous other HR projects including salary and title realignment to market, new hire process improvement and an outplacement vendor selection project. Achieved ongoing cost savings for the company through productivity improvements and reduced outlays.- Coached people managers on all people related processes, including employee relations issues, and completed all employee lifecycle HR practices i.e. interviews, approving and processing employee changes, exit interviews, data analysis and ad-hoc HR advice.- Key Systems Used: PeopleSoft, PayReview and SuccessFactors.

Irvine, California

Boston, Massachusetts

Boston, Massachusetts