Karyn is a change, service design and human resources specialist with experience across both the public and private sectors. Karyn draws the best out of people and quickly gets to the nub of any issue. She has a strong personal commitment to collaborating with people to design better workplaces and she appreciates the value that different perspectives and experiences bring to the table to support quality outcomes.Karyn has worked as a senior Human Resources specialist at Hewlett Packard, Ministry for Culture and Heritage, and NZ Police and is well versed in all aspects of recruitment, performance management, disciplinary matters, and remuneration reviews.Karyn's recent career has seen her leading strategic service design and change programmes with Wellington City Council and numerous clients through five years of offering consultancy services. She has led the design of a new shared-services operating model to meet the needs of an organisation experiencing significant changes in their external environment; a review of culture in a newly formed unit within the government sector, and; facilitation of the strategic planning process for a corporate services portfolio, including the development of a cohesive team culture and new ways of working.Karyn's most recent work has seen her leading change processes across various government agencies including a Ministry-led multi-agency sector group. Currently Karyn is working in a large government agency to review Group business support requirementsKaryn is extremely professional and held in high regard by all her colleagues and clients. Karyn holds a Bachelor of Social Work and a Postgraduate Diploma in Business Administration in Human Resources Management and Services.

With the current Health reforms (Pae Ora) led the function transfers on behalf of the Ministry of Health to the new interim entities of Health New Zealand and Maori Health Authority. This programme of work involved stakeholder engagement at all levels of the Health System, leading a small team of professionals, collaborating with the Transition Unit and other entities, presenting to Executives and senior leaders, project management, risk management, project reporting and briefings.

My role at Chard Consulting Ltd was to provide expertise to help our clients solve complex business problems using methodologies, tool and techniques. Specifically change management and business readiness, process redesign, organisation reviews, organisation design, stakeholder management, business case development, operational planning, facilitation, along with supporting clients with HR matters such as disciplinary matters. Interesting initiatives I have led recently in the change space include the: design of a new shared-services operating model to meet the needs of an organisation experiencing significant changes in their external environment; the review of the culture of a newly formed unit within the government sector, and; facilitation of the strategic planning process for a corporate services portfolio, including the development of a cohesive team culture and new ways of working.

My role at NZ Police - Central District Headquarters, was to assist and support sworn and non sworn staff with people management, including:- performance management- disciplinary and employment matters- recruitment and expressions of interest including being on interview panels- develop and deliver training to various audiences about updated HR tools such as disciplinary process, recruitment process, performance management- developed a culture change process within Central District to build management capability for those managing staff to be able to have the confidence, knowledge and skills to manage their people without turning to help in the first instance- payroll queries and solutions- provided HR support for a large change process across the District- a member of the Health and Safety Committee for the District

My role at the Ministry for Culture and Heritage was to provide HR support to the business initially as a general advisor to the organisation then transitioned to operate as a business partner supporting the Policy Branch. General duties were recruitment, performance management, disciplinary matters, remuneration review, workforce planning, change processes including restructures, staff engagement, job evaluation (SP10) and health and safety.

My role with Hewlett Packard (HP) was initially to led and manage the ACC Partnership Programme that was across the large number of HP sites and types of operating environments. With over 2000 staff, the ACC health and safety accreditation programme was a large undertaking to ensure consistent practice across the organisation. I took on the role as HR Business Partner for the Telecom Account within HP. This involved supported managers with various restructures to reduce NZ headcount. Other duties included supporting the performance management role out each year, remuneration reviews, disciplinary matters, recruitment, offers of employment, exit interviews etc.