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Acquisition, People and Culture Systems, Governance Structure, Change Management

When I joined Integricare, the organisation was in need of change to keep up with development in regulatory and tech environments, wages impact of compliance changes and concentration creating an era of billion dollar providers.My work at Integricare has involved:Financial Management - maximising revenue streams through improved sales, accessing new and sustainable funding streams, asset utilisation; reducing cost through ROI focused capex, strategic procurement partnerships, contract negotiation, insurance management and innovation in labour management. Quality Management – creating systems to better leverage the extant depth of industry IP to deliver greater quality across services and consistency across the review cycle. Governance – working with the board to improve reporting, create new reports and update board disciplines to ensure compliance with risk management obligations and proper stewardship of public funds. Platform based solutions – beginning with implementation of a cloud based payroll and attendance platform, adopting a cloud based IT architecture, the implementation of cloud based Customer Interface Portals, a maintenance management platform, enrolment management and funding interface platforms. Risk Management – taking a broad perspective of risk I drove implementation of strategies to address compliance risk, risk of harm to children in numerous formats and business continuity risks.WHS developing a program to move Integricare towards behaviourally based safety supporting holistic safety and wellbeing.Strategic Planning –I managed the process of creating the current strategic plan, engaging with front line and senior managers to create a vision for the coming 5 years and identify key areas of opportunity and threat. People and Organisational Development – I implemented disciplines employee development and graduated programs of leadership development seeking to support the strategic direction.

Managing a period of transformational change to create a culture of high performance, developing organisational capability through assessing the capability of business leaders and releasing them to achieve that potential. Establishing direction for business-wide talent activity including performance planning, development planning, talent identification and management, succession planning and ensuring a pipeline of high caliber talent is maintained. Creation of lines of communication and interaction that allows for a greater discussion of leadership competence across sectors enabling more powerful succession and development planning. Coaching senior leaders to develop and hone effectiveness as people leaders. Liaison with Talent leaders in other regions to ensure that the direction in South Pacific is both aligned to and compliments programs in neighboring regions and that learning in each region can be shared.

The Westpac Group aquired assetts of the Lloyds Banking Group in 2013. I was approached by Westpac to ensure that the HR components of the acquisition process were conducted with due rigour. I worked closely with both the Westpac HR team and HR Managers from St George in ensuring this project was completed smoothly.

At the corporate level, Paul influences the direction of group wide initiatives including remuneration and reward systems, talent sourcing and standard operating procedures within the HR space. Paul has been a strong conduit for transformational change, implementing corporate change and leading change initiatives within the division.At the Divisonal level, Paul partners with business managers to ensure that each business in the division has a sustainable pool of engaged and talented professionals. Having developed and implemented talent management tools, he now manages the process within the division to maintain organisational bench strenght. Paul oversees divisional remuneration structures ensuring the division is competitve to market and provides an reward offering that balances employee satisfaction and business need. At the business level, Paul engages with senior managers as coach in managing the development, engagement and performance of leadership teams. At the front line, Paul advocates for the business in proceedings of industrial regulators and disputes; guides managers through enterprise bargaining and provides insightful guidance in incident investigations, disciplinary process and complaints management.

Reporting to the National Human Resources Manager, Paul took responsibility for Divisional HR systems including remuneration and performance reviews, structural planning and staff development functions.Paul provided the HR service to two client businesses with in the Division, Timber and Plasterboard, with a total of 1500 employees and contractors across in excess of 40 operating sites. Paul's responsibilities in these roles includedIndustrial Relations Talent and performance managementRemuneration managementSuccession and HR planningHR systems design and managementCoachingBusiness PartnerManagement of critical changeAcquisition and Divestment

Managing the HR functions for Boral's Bricks, Roofing and Masonry businesses.

Managing Human Resources functions for Shared Services (IT, Financial Processing, Payroll) and Strategic Sourcing.

Providing HR service to a portfolio of operational managers. Assisting in the drafting and negotiation of enterprise agreements. Representing the organisation in tribunals and commission proceedings. Managing the HR components of site construction. Managing the HR components of services outsourcing.