Responsible for the Talent, Learning, Recruitment and Change Management functions at GPT.

Responsible for the L&D and Talent Management strategy for the GPT Group. I oversee programs that strengthen employee capabilities, improve leadership and maintain the overall engagement of GPT. This includes the strategy, management and oversight of the GPT learning and development platform and also GPT’s talent management program, including management of the talent review process, succession planning and delivery of comprehensive talent development initiatives.

Responsible for developing and implementing the talent management strategy and framework to align with the Firm's strategic plan. Key responsibilities include: implementing a talent management review process and consulting with the business on talent management best practice; creating targeted leadership development solutions for high potential individuals; supporting business leaders in the identification of critical roles and succession planning; and projects including employee engagement, performance management and gender diversity.

Responsible for all aspects of the Global Talent strategy and leading the end-to-end annual talent process for all businesses within Pearson. I worked with the companies to drive change and influence the Heads of HR and business leaders on people strategy and focus. As Pearson continued to grow and expand into new international markets, I played a critical role in succession planning and the management development of key roles, with focus on leadership skills, capabilities and culture. I was also responsible for a number of global leadership development initiatives including an annual High Potential Forum bringing together 120 emerging leaders from 30 countries. I also managed the Global Mobility Programme with a focus to increase the international exposure of Pearson key talent by identifying business needs and moving people across companies and countries on short term projects.

This role supported the Talent Manager and worked closely with the global People teams, line managers and individuals to provide advice and assistance to help drive the annual talent process. I was responsible for the Talent Management System including all aspects of training, user support and data analysis and worked closely with the third party supplier.  In addition, I coordinated other Talent and Leadership initiatives, including global mobility and mentoring programmes and streamlined processes and promoted awareness.

Provided leadership in the development, implementation and evaluation of policies, systems and protocols related to injury management. Rresponsible for ensuring that the injury management service provided within NSW Police is proactive, effective, integrated and consistent with statutory obligations and organisational polices and protocols, and that it achieves its goal of a safe and timely return to work of the injured worker wherever possible.Key responsibilities included the leadership and development of 24 Injury Management Advisors to ensure priorities were clearly communicated and understood. Responsible for developing the skills of the team and building a constructive, proactive, dynamic high performance culture to build accountability.

Responsible for the management of work related injuries in relation to the Workplace Injury Management Act 1998 and Workers Compensation Act 1997. The focal point for all contact, liaison and review with the injured employee, his/her nominated treating medical practitioner, Commanders/Managers, rehabilitation providers, insurer and unions (where appropriate). Was required to maintain communication and provide relevant information to all parties and monitor the progress of injured employees taking part in a workplace based rehabilitation program. Also ensured appropriate job seeking and retraining was presented to those individuals needing alternate work.