Talent Acquisition | Facilitation | HR Consulting | Passionate about working with organisations to help build internal capability and enhance the people experience.

An experienced HR professional with specialist skills in Employee Wellbeing and Organisation Development, Performance Management, Recruitment and Succession Planning. Expertise include HR Policy, Procedures, WH&S, WorkCover and Return to Work Programs, Remuneration and Benefits. Industries include Energy, Professional Services, Not-for-profit providing best practice end to end HR solutions and support.A strong HR generalist and business partner with a passion for people and culture. Able to provide strategic advice in areas of workforce planning, employee engagement, learning and development, workplace flexibility and diversity.Proactive, friendly and results orientated by nature, able to provide customer focussed support to business operations.

Consulting to Professional Services, Not for Profit, Small and Medium Businesses.Manage organization re design projects including restructure and implementation*Provide advice on policy development and implementation*Coach, advise and support managers regarding all HR related issues and concerns ie providing effective performance feedback, role clarity, managing behavior and productivity, business unit operations*Provide end to end recruitment services from executive to front office*Conduct Training Needs Analysis and create employee and team development plans*Implement induction programs and coach managers in effective recruitment and onboarding techniques*Team workshop and individual facilitation for team building projects*One on one coaching manager and staff*Qualification and reference verification for Board nominee

Recruitment specialist with NEM Foundation. Providing end to end recruitment advice and support. Including writing documentation: Position Descriptions, Advertising, Interviewing and Selection, Reference Checking, Interview Guides.

Six month contract focussed on a) setting the short and long term strategic focus for HR within the business b) recruitment and induction of 8 key staff ranging from Senior Placement Consultants to Compliance Officers c) design and implementation of learning and development plans across the business.

End to end HR Management for new start up.

Office Review and Restructure To align current office structure, staff and processes with the future direction and needs of the FRBGM. Stage 1. Review1. Review current situation. Conduct detailed staff and council interviews, assessment of skill sets, structure, volunteer involvement2. Confirming future direction of the FRBGM3. Analysis and recommendations presented to the Board. Recommendations included office structure, roles and volunteer involvementStage 2.Implementation of recommendations.1. Writing new Position Descriptions2. Manage redundancies, staff movements3. End to end recruitment and selection4. Induction and onboarding

• End to end Recruitment – all levels of the organisation.• Performance Management Support – assisting managers at all levels develop plans for staff, coaching managers on how to conduct reviews, assist with difficult reviews, revise documentation.• Research – Submit proposal covering HR considerations and costs when starting up offices in Singapore, China and Hong Kong.• Ad hoc HR support as arises – creating learning and development plans, mediation, employee counselling, training and development, exit and on boarding interviews, reference checks return to work assistance and management.• Crisis Support – manage the Crisis Support Programme; a programme set up to assist and support employees finding themselves in an unforseen crisis. Support involves touching base with the employee on a regular basis to ascertain how they are coping, arranging professional counselling if required, support at home ie cleaning or cooking, support with funeral arrangements etc. • Forethought Mums – manage all aspects of the Forethought Mums Programme; a programme designed to support soon to be mums, mums of primary school age children, mums on Maternity Leave and those returning to work. The programme consists of quarterly formal reviews with the mothers and ongoing support as required. Liaising with the Mums direct Managers’, the Managing Partner and the Managing Director on the progress of each mum.Key Achievement In 2013, Forethought Research entered a submission into the AHRI Diversity Awards outlining the Forethought Mums Programme. The specific category entered into was the Sir Ken Robinson Award in Workforce Flexibility. Forethought won the award in it’s category and continues to be very proud of their Forethought Mums Programme.

• Responsible for writing, implementing and adjusting all HR Policies.• Development and management of the recruitment strategy. Organisation started with 40 employees in Feb 2000. By Dec 2001 there were just over 200 employees ranging from Senior Managers to Front line staff.• End to end recruitment of all staff.• Managed the growth of the organisation from 40 – 200 staff in the first 12 months.• Engagement and management of consultants.• Provide HR strategic advice to Senior Management Team.• Worked with all managers to create high performance, integrated teams.• Development of Induction Process.• Development of HR Budget.• Set up and Support of Qld Office.• Key Achievements • Development and management of the recruitment strategy to successfully recruit, induct and integrate over 150 new staff into the organisation within a 12 month period.• Brought three competing Recruitment Agencies together to work as 1, in order to meet Ue Comms’ goals for recruitment.

*Delivered Key Presentation Paper at July 1999 Conference 'Negotiating Managing and Measuring External Training Partnerships". Presented in Melbourne and Sydney* Design, develop and implementation of 'Dynamic Leadership' Strategy. A three year Leadership Development strategy aimed to develop the leaderhsip capabilities of the Executive Team, Middle Manager and Frontline Managers. *Developed and implemented the Learning and Development Five year Strategic Plan*Management of the Learning and Development Budget*Engagement and managment of external training providers and outplacement service providers*Design and facilitation of internal training and development programs and activities*Conduct Training Needs Analysis across Business Units*Development and roll out of new Performance Management System*Development and roll out of Customer Service Strategy across the organisation