The Senior HR Partner partners with leadership teams to understand challenges and opportunities, create a road map that delivers solutions that will drive a high-performance culture.As a HR lead, this position encompasses development of human resource strategies for clients, leading change implementation as well as advising on disciplinary matters, grievances, and disputes.The Senior HR Partner provides high level specialist advice to all levels of staff within their client portfolio.This position leads, supervises and mentors a team of HR professionals.

Position Management contract role at Western Sydney University

PeopleConnect was the CBA HR Advice Centre which commenced operation in November 2004. I led a team of 3 who were responsible for the quality of service in the Advice Centre. Procedures – developed and implemented policies and procedures for use in the newly established call centreCompetency based Training – Developed 20 HR learning modules for HR Advisors and HR representatives.Scripting – developed a number of scripts to ensure consistency in responses to customersCustomer satisfaction - increased customer satisfaction score from 87% to 96% Call Quality Coaching – increased score from 89% to 95% through coaching and feedbackNSW ATA Awards – winner best new call centre 2005 and 2006 National ATA Award - winner best new call centre 2006CEO Quarterly Award - winner 2005Enquiry Management System – I was responsible for the system used to keep call details.Knowledge Database – responsible for ensuring the knowledge database used by advisors was updated when gaps were identified in the reference material.

Enquiry management was a shared services call centre for 36,000 CBA Employees on payroll, PeopleSoft, recruitment and low level HR policy advice.In this role I managed at team of 24 HR consultants who dealt with 4000 contacts per week from CBA employees. I was responsible for training and development of the team as well as the main escalation point for enquiries.Coaching– significantly improved payroll knowledge of consultants through one on one training as well as group training.KPI’s – met KPI’s of 90% first time resolution and Average Handling Time of under 5 mins

CBA implemented PeopleSoft 8.0 (subsequently upgraded to version 8.3) in October 2002. The HR system was implemented at a time the CBA moved to shared service and self service model in HR and Finance.I undertook a number of roles on this team including working as an analyst on Admin Workforce module, training HR Shared Services employees on various PeopleSoft components. Wrote processing notes for use by the payroll and remuneration teams. While in onsite support capacity trained and managed a team of external consultants in PeopleSoft 8.3 payroll to enable them to correct ongoing payroll errors.Coaching – Processing notes filled a considerable gap in ‘how to’ knowledge that was not provided by implementation consultants.Payroll – Subject matter expert in PeopleSoft payroll

Retail Banking CBA covered the branch network, Direct Banking call centres and Business Banking centre’s which in total accounted for over 20,000 employees. In this role I managed a team of 5 who provided HR support including the recruitment function, annual remuneration review and payroll processing to Retail Banking Head Office administration and Direct Banking. In addition we acted as reference point for HR policy matters from the State HR managers and their teams. My role was also to provide operational HR support to senior management within Retail Banking Services. I was heavily involved in the Colonial merger during this role offering contracts (AWA’s and CBA Award) and discussing terms and condition of CBA employment with Colonial employees.KPI’s – exceeded KPI expectationsEmployment Contracts – reference point for AWA and CBA Award employment arrangementsColonial Merger – Retail Banking part of merger was successfully completed within time frame.Job Evaluation Committee Member – regular team member that graded roles across the CBA using Hay methodology