Michael Stanley Email & Phone Number

Singapore, Sg

As Certis Australia moves from the family-owned national icon ‘SNP’ to the global brand of Certis and as the Australia economy regains its strength following the COVID hiatus, a focus on People is more important than ever. In this varied role, I am drawing on the full range of my OD experience to:· Drive Learning and Development, including standing up the RTO (Certis Academy)· Build Leadership capability· Mine for and grow our talent for future growth· Increase the focus on high performance, and · Create success through an aligned and engaged workforce.

North Sydney, Nsw, Au

Coming out of recent restructures, the Organisation Development Role had not been filled for 12 months. Key immediate priorities were to align the existing OD Team with forward strategy; build and deploy an organisation wide leadership development framework; reshape performance management; align the internal RTO with business strategy; drive an awareness of engagement and grow engagement outcomes; build an OD Strategy to steadily grow capability across the Organisation. Key achievements: Strategy Development: Developed a business aligned OD Strategy to drive capability development across the next 3 years. Leadership Capability: Developed and deployed a leadership framework aligned to business need to measure and grow leadership capability. Performance: Reviewed and updated the performance review process with a continuous plan put in place for progressive evolution over the next 2 years leading to an easier process with greater business alignment. Talent: Led the development of the Talent Management process in particular focusing on the measurement of bench strength and the defining of critical organisational roles. Team Leadership: United a team of OD professionals aligned to a broad strategy delivering on all goals and KPIs.

North Sydney, Nsw, Au

nbn is approaching the end of its initial objective to connect 8 million happy homes and businesses by 2020. As it embarks on its organisational transformation to becoming a network operator the ability of its workforce to operate at multiple speeds, broaden its focus, and remain resilient is critical. The objective of this role is to create and manage the Culture and Engagement strategy and programs. This includes the designing of innovative solutions, developing and implementing initiatives and frameworks, and driving projects across nbn to maintain and leverage high engagement. Key achievements: Strategy Development: Developing and deploying the new great place to work strategy to ensure nbn maintains the workforce it needs to deliver results in the future. Business Alignment: Partnering with Business Leaders and People & Culture stakeholders to design and deliver programs to support our target state culture. Engagement: Led the end to end project management of nbn's Listening Strategy and the employee engagement surveys.

Sydney Olympic Park, New South Wales, Au

With a dramatic change of leadership in the organisation, the NRMA is striking out on a journey of total renewal and revitalization. In this dynamic environment leadership and culture take on a pivotal responsibility. As a senior position in the People & Culture team, this role is responsible for the creation and execution of the full Leadership and Culture strategy. This includes developing and deploying a new Leadership Capability Framework; executing the Listening Strategy (including engagement and pulse surveys); building development options to grow leadership capability; embedding a new set of organisational values; and providing a range of Organisational Development initiatives to drive growth and embed cultural change.

Reporting to the Director Thales University, was responsible for developing and executing on the inaugural country wide OD strategy. Included the country wide approach to leadership development; an integrated Talent Management approach to successfully identify, develop and retain top talent; providing change management expertise in support of organisation-wide initiatives and projects; led cultural alignment initiatives; contributing to the achievement of a $4 million budget in a profit centre environment.Leadership Development: Defined, led and implemented the Country Business Unit leadership strategy. Key success was represented through delivery of programs that enhanced employee engagement and contract delivery by middle management leaders. Adapted the global Leadership framework to local conditions. Developed and delivered leadership assessment/development centres for senior leaders across the AsiaPac region increasing leadership confidence and improving organisational leadership results.Talent Management: Defined, led and drove the Country Business Talent strategy that enhanced visibility of rising leadership talent to the CEO and Executive team resulting in focused and accelerated development of future leaders. Led the creation and deployment of succession management techniques.HR Capability Development: Working with HR Directors and their teams, built knowledge and awareness of OD practices and methods that enhanced the service and advice provided by the broader HR team.Business Strategy: Expert facilitator designing and deploying workshops to lead, influence and guide business decision making and strategy alignment.Global Collaboration: Country representative for global talent management initiatives successfully influencing the global talent management agenda. Regular project work with Europe and North America delivering on global initiatives. Successfully delivered the implementation of global initiatives aligned to the Australian business needs.

Reported to the General Manager of HR and served as a senior member of the HR Leadership Team. This role offered the challenge of creating and leading the newly created Capability team. After developing a team of professional OD practitioners, led the team to drive the future proofing of the organisation by delivering initiatives to enhance capability. Executed strategies in the areas of talent management, professional and technical development, leadership and management development, operational training and entry level programs (graduates, cadets, scholars, apprentices, trainees and paraprofessionals).Strategic Planning: Initiated the creation of annual strategic workforce capability plans that ensured organisational priorities were fully catered for and that successful results were measurable. Plans facilitated accelerated adoption of OD methods and practices by key stakeholders.Talent Management: Built the Talent Management approach in a greenfield environment. Running of twice yearly executive talent reviews to evaluate emerging talent, generate executive discussion on key organisational skills at risk and review the status of identified skills critical to the organisation's future. These reviews guided the development and implementation of strategies to mitigate workforce risks and were used to validate the status and progress of key position succession plans.Leadership Development: Created and expertly deployed enhanced leadership development including executive coaching, leadership training, teaming workshops and strategic workshops.Graduate Development: Remodelled the Organisation’s Graduate program ensuring the closing critical skill shortage gaps.On-boarding: Accelerated senior leader readiness through newly implemented coaching and induction model at period of increased senior level recruitment.Program Execution: Implementation of multiple complex organisational strategies evidencing high level prioritisation and strategic planning.

Melbourne, Victoria, Au

Reporting to the National Director of Workforce Capability and one of four State Managers had responsibility for leadership of the State function and responsible for designing and implementing initiatives to ensure the capability of the workforce.P&L Responsibility: Development and Management of the Unit Budget ($4.5 mil +).  Stakeholder Management: Development and maintenance of Senior Management / Executive relationships.Supporting new business: Development and execution of the training strategy for new Parcels Centre expediting uptake of new ways of working by workforce.General Management/Team Leadership: Leadership of the Unit consisting of 4 teams and 30 people and development of team members within the Unit.External Stakeholder Management: Maintenance of 3rd party contract relationships.Strategic Planning: Significant input into the National Strategic Plan.

Melbourne, Victoria, Au

Reporting to the NSW State Manager had leadership of a team of capability specialists delivering targeted responses to key organisational capability challenges by designing and implementing leading edge initiatives.Team Leadership: Leadership, coaching and development of team to achieve critical goals.Leadership Development: Development and management of a major Leadership program with over 500 successful participants.Competency Development: Alignment of Leadership programs with a core national competency framework and the effective structuring of the Program to deliver expected program outcomes.P&L Responsibility: Development, implementation and tracking of $500k budget.Diversity Programs: Development and Implementation of the Indigenous Early Career Development Program (a Certificate II Traineeship).Program Creation: Redevelopment of the Postal Delivery Officer Induction Program delivering “job ready” staff and improving time to full productivity figures. Management and development of Information Technology Training. Research, development and implementation of Business Planning training. Development and execution of workplace harassment program that reduced on job incidents by a factor of 2.

Reporting to the General Manager Human Resources I was responsible for reforming and rebuilding the operational training function into an organisationally aligned Learning & Development function during a time of significant business change through increased competition leading a team to deliver organisationally critical development.Team Leadership: Development of training strategy and management of the L&D team.Program Development: Development of key business training to improve competitiveness, including: Security program; Customer Service Program; internal computer system training; Senior Manager Development Programs; Product Knowledge Program; Frontline Manager Initiative. Program’s results included measured improvements in customer satisfaction ratings and measured increases in engagement of Store Managers and leadership teams.Competency based training: Maintenance of Retail Trainee Scheme.Coaching: Coaching of Young Retailer of Year finalist.

Reporting to the National Human Resources Director had responsibility for all Corporate (non-retail store) recruitment and selection.Process Development: Design of recruitment and selection processes (including the use of assessment centres).Strategy Development: Analysis of corporate recruitment need and aligned.External Stakeholder Management: Management of external recruitment agencies to align with organisational requirements.

This role reported to the National Learning and Development Manager and had responsibility for supporting the capability development needs of the Merchandising arm of the business. This business area was undertaking major transformation in the implementation of Category Management and was one of the first retailers in Australia to deploy this methodology.Strategy Development: Ongoing analysis & implementation of an integrated learning and development plan across the Supply Chain Value Stream including the development of a learning and development methodology for effective deployment.Program Evaluation: Management and quality assurance of the Supply Chain Value Stream training program.Competency based training: Development of core competency descriptions and matrix.Global Collaboration: Overseas assignment working with principal overseas vendor creating learning interventions and documentation for a key new piece of business software.Coaching: General and career counselling and coaching.

Sydney, Nsw, Au

Facilitating the capture and dissemination of critical organisational knowledge at risk of loss through attrition and restructure.

Implementation of development programs working for Deakin University's (Victoria) consulting arm.