As Principal Organisational Development Specialist, I lead leadership, culture, capability and change management strategies and initiatives across West Moreton Health, to enable a values-based culture, a sustainable leadership uplift, and an empowered and capable workforce to achieve our strategic and master plan objectives. My core responsibilities include:Inform, co-design, drive and review the organisation’s leadership, learning and organisational development strategy, and manage relationships with stakeholders and providers to secure external funding for the design and delivery of strategic and adhoc development programs and interventions.Manage the organisation’s employee experience and employee voice strategies, through the design, deployment and reporting on sentiment through our internal all staff culture and engagement surveys and the implementation and coordination of the Public Service Commission’s Working for Queensland survey.Provide consultancy and advice and translate employee data into actionable business recommendations for executive and senior leadership, managers, and HRBPs to improve employee experience.Develop consultative working relationships with key state and local representatives to improve employee experience outcomes across West Moreton Health.Interpret employee data and project actions into strategic communication, including the West Moreton Health Annual Report, cyclic Board repots and Executive Leadership Committee briefs and agenda papers.Develop, lead and engage the WMH OD team to ensure organisational development deliverables meet organisational needs and individual project goals.

As HR Business Partner, I supported three executives including the Chief Financial Officer, theExecutive Director of People and Culture, and the Executive Director of Community and RuralServices to develop and implement transformational, strategic and tactical people plans andprojects to improve the working lives of our staff, and the quality of services and standards ofcare for our patients, consumers and their families. My direct responsibilities were to:Utilise a positive, pragmatic and inquisitive approach to proactively identify process improvements, efficiencies and continuous improvement opportunities in HR and Recruitment services across Community and Rural Services and Finance and Business ServicesDeliver expert strategic and tactical HR and Recruitment advice and consultancy services to the CFO andthe Executive Directors, senior leadership, line managers and employees for a client group of circa 810 employeesAssist the CFO and Executive Directors and their leadership teams to develop pragmatic and evidence based decision making skills in clinical and operational line managers to exercisesound, independent judgement, analyse issues from various perspectives and solvecomplex workforce issues

Provision of strategic and tactical human resource consultancy; partnering with executive and senior leadership levels in relation to the development, planning and implementation operational and transformational people strategies and core HR processes.

Provision of strategic and tactical human resource consultancy; partnering with executive and senior leadership levels in relation to the development, planning and implementation operational and transformational people strategies and core HR processes.

BT is one of the world’s leading technology and communications services companies, serving the needs of customers in the UK and across the world, delivering world leading research and innovation in terms of optical fibre and next-generation broadband, new mobile technologies, and the future of TV.As HR Change Manager, I worked with Directors and their senior management teams to deliver strategic employee experience (EX) programs for the newly acquired EE mobile technology teams as they joined the existing organisation. My direct responsibilities included: Design and direct project activities, and manage a project team to implement the BT Career Framework and other related EX projects across the division on time and on budgetDevelop and manage multiple project plans clearly outlining outcomes, deliverables, timelines, resource requirements and performance measuresProvide consultancy services and authoritative advice to senior leaders, managers, HRBPs and employees on design, delivery and implementation of program deliverablesPrepare and present submissions, briefs, reports and correspondence relating to the planning coordination and implementation of transformation projectsPerform due diligence and risk analysis, and enact or advise on strategies to mitigate program risks, minimise delays and ensure compliance with relevant legislation, corporate policies, standards and systems, and cultural ways of working

The Estée Lauder Companies is one of the world's leading manufacturers and marketers of quality skin care, makeup, fragrance and hair care products. Brands covered by the parent company include Estée Lauder, Aramis, Clinique, Lab Series, Origins, Tommy Hilfiger, M•A•C, Kiton, La Mer, Bobbi Brown, DKNY, Aveda, Jo Malone London, Bumble and bumble, Darphin, Tom Ford, Smashbox, Ermenegildo Zegna, Editions de Parfums Frédéric Malle and GLAMGLOW. The company’s strategic focus is to lead in omnichannel; harmonising online capabilities, digital storytelling, innovative digital marketing and social media campaigns to enhance shopping experiences across a wide variety of touch points.As HR Business Partner for Aveda, Bobbi Brown, Crème de La Mer, Jo Malone London and the UK and Ireland eCommerce Division, I partnered with brand Presidents, Directors and their senior leadership teams to build a lean, effective and capable organisation through the following:Provide primary contact and first line HR and Talent Acquisition expertise for an Executive Leadership Team, senior brand leadership and regional management client group of circa 250 employees across the UK, ROI and EMEA marketsLead and coordinate the deployment and completion of cyclical people programmes, including talent management, succession planning, employee performance cycle and development planning activities Conduct and advise on compensation and benefit analysis and coordinate recruitment activities for key senior appointments across Brand Leadership, Sales, Communications and PR, Marketing, CRM, eCommerce, digital design and production Conduct principled, reasonable and fair mediation, employee counselling and separation activities toward positive organisational outcomes and the mitigation of risk

Woolworths Supply Chain and Logistics transports millions of cartons across Australia everyday in a highly unionised environment. As HR Business Partner for Queensland, my core responsibilities included:Coach business leaders and provide strategic advice through investigation and settlement of workplace disputes and interpretation of modern awards, enterprise agreements and Australian workplace legislation Investigate, prepare, respond and represent the company in proceedings at the Australian Human Rights Commission and Fair Work Commission (Australia)Partner with the Senior Leadership Team to design and deploy cultural change programs and enterprise specific leadership development interventions to improve workforce engagement

In 2011, Woolworths moved to a HR shared service model creating a HR Business Centre in each state. As Development Manager for Queensland, I lead a group of recently displaced HR Officers to form a new learning and organisational development function. My direct responsibilities included:Drive the organisation’s leadership development strategy, through consultative working relationships with key national, state and local representatives from numerous Woolworths Limited business unitsForecast and manage the training budget for all onboarding, leadership development and cross-divisional compliance training for all Woolworths Limited employees across Queensland Align the shared service HR function and the Queensland training and development framework with the various business strategies of a large and complex organisation in a constant state of fluxPartner with internal clients and external service providers, to develop effective cost end-to-end process for the administration and delivery of compliance and competency-based training in a newly formed shared service HR learning and development function

In 2009 Woolworths formed a new team of Facilitators based in the major capital cities to reduce the reliance on learning interventions delivered in the Sydney Head Office. As Leadership Development Facilitator my core responsibilities included:Design and facilitate change leadership activities including strategic alignment, brand repositioning and personal resilience programs for business teams and individuals undergoing organisational review, repositioning, redeployment and redundancyDesign, facilitate and evaluate professional and personal development programs for a client group of over 3000 business leaders across Queensland, Western Australia and the Northern TerritoryChallenge, influence and coach individuals toward improving their commercial acumen, innovation and change leadership, and the development of high performance, high engagement culture Mentor business unit leaders, model effective leadership behaviours and embody the Woolworths Values and Leadership Profile

I joined Dick Smith as the business was transforming from a stale electronics based retailer to a provider of entertainment, home, work and mobile technologies. As Regional HR Manager, my core responsibilities included: Design and deliver brand repositioning programs, manage project outcomes and offer strategic support for store managers and teams undergoing of significant cultural, organisational and procedural changeConduct end-to-end recruitment activities for key regional appointments, and implement succession planning activities for over 900 regional leadership and operational managers and ensure future business deliverablesCoordinate activities and advise on occupational workplace health and safety matters, including incident investigation and reporting, injury management and rehabilitation processesAnalyse local and regional demographics, and the broader employment marketplace and benchmark internal systems to maintain the balance of competitive remuneration packaging and a lean organisational structure

In 2006, Myer separated from Coles and the Coles Group was formed. In the subsequent reorganisation the Coles Myer Institute was dissolved and a new leaner L&D function put in place. As Learning and Development Manager my responsibilities included:Lead the facilitation and administration teams toward the delivery of quality learning and development solutions that increase participant capabilities and achieve business goalsDesign, facilitate and evaluate professional and personal development programs for senior business leadersAudit, maintain and amend relevant policy and process to ensure high quality outcomes and preservation of the registered training organisation (RTO) statusEvaluate and validate learner and facilitator feedback to improve the efficiency and effectiveness of learning and development events

Lead a large team of Recruitment Consultants providing services across QueenslandConduct and coordinate end to end recruitment activities for key senior appointments across QueenslandDesign, enhance and deliver effective and efficient processes to improve our service model and delivery outcomes