Greater Sydney Area
I am a pragmatic HR professional with over 10 years of experience in all things people. My key experiences have been in helping organisations solve complex problems by developing people strategies and implementing projects and initiatives to address critical and systematic workforce challenges across the employee lifecycle. In my current role as Executive Officer for the People & Culture function, I work across a breadth of strategic HR portfolios including Talent Acquisition, Workforce Strategy, Workplace and Industrial Relations, Health, Safety & Wellbeing, People Partnering, and HR Data, Systems and Operations. My role focuses on enabling enterprise-wide impact through people strategy and reform. What sets me apart is that I have HR strategy, project, and generalist experience. I am known for my ability to hit the ground running. I solve problems through a robust problem definition process, and I deliver solutions through a pragmatic approach to project management and implementation.
Lead a team of 6 People Partners to deliver critical HR services to my client groups with +1000 FTE, and partner with the business to drive and implement change programs and initiatives to support future business strategies.
Key achievements * Lead, coach and manage team of 5 * Led the team through an internal restructure and established a new team and program of works within the directorate. * Established the School Workforce Insights and Future Trends initiative to promote evidence based workforce decision making, and address future of work trends in relation to the teaching workforce. I developed the business case and socialised the concept to senior executives. * Led the design and delivery of the Alphacrucis Teaching Hub Program which addresses critical teacher shortages in regional NSW. This was a high profile program that involved critical stakeholder engagement with principals, senior executives, deans and heads of faculties in universities to co-design the program and navigate complex processes within the department and in the universities. * Contributed to the strategic policy landscape through the National Teacher Workforce Action Plan - a Commonwealth led strategy to address teacher supply and retention. I provided advice and strategic liaison on the implementation of the Action Plan. * Drafted and socialised a strategy to influence the Initial Teacher Education sector (ITE Strategy) to address the supply and quality of the graduate teacher pipeline. The ITE ecosystem is complex and involves working across jurisdictions with varying interests and responsibilities.
Key achievements: * Senior team member in a small team contributing to the development of the NSW Teacher Supply Strategy 2021-2031 to boost supply of teachers in NSW public education by conducting industry and best practice research, analysing workforce data and drivers of teacher supply and demand to inform an actionable model and roadmap. * Delivered a NSW Cabinet Submission by navigating complex government processes to develop a submission suitable for a ministerial audience. * Project Manager for the development of an Employee Value Proposition for NSW Public School Teachers. This is a key initiative under the Teacher Supply Strategy. Led a complex procurement process involving senior executives with condensed timeframes. * Designed, developed and project managed the FASTstream Program, a teacher leadership development program aimed at supporting current and graduate teachers to fast track their career to principalship. This was a high profile program, announced by the NSW Premier and NSW Education Minister in Feb 2021. Its implementation required strategic coordination and careful stakeholder engagement with multiple teams across the department and key stakeholder groups.
* Successfully delivered a Leadership Program to 20 high potential leaders focused on developing and nurturing leadership capabilities within the division. Received positive feedback from participants and executive team, with an overall program satisfaction of 90%. * Successfully delivered a Leadership Program to 20 high potential leaders focused on developing and nurturing leadership capabilities within the division. Received positive feedback from participants and executive team, with an overall program satisfaction of 90%. * Led the 2019 People Matter Employee Survey campaign for a division of approx. 370 staff, by collaborating with the business to encourage participation and increase overall staff engagement. Successfully increased the division’s response rate by 6%, up to 92.3% for 2019. * Partnered with the business to establish the People and Engagement Reference Group comprising of key stakeholders across the division to build capabilities, influence culture, improve engagement and collaboration across the division. * Established a targeted and innovative induction program aligned with organisational objectives which contributed to a positive workplace culture.
Key Achievements ● Coordinated the Stepping into Internship Program which allows university students with disability to undertake an internship at FACS. Provided advice to candidates and hiring managers, participated on interview panels and facilitated the decision making process. Eighteen candidates were scheduled for an interview in 6 different areas. This raised awareness about inclusive HR practices and demystifies misconceptions about employing people with disability. ● Represented FACS at the ‘Refugee Employment Information Expo’. Provided advice, promoted FACS as a potential employer, scouted for potential candidates and recommended high calibre candidates to relevant business areas. As a result, 30 refugees expressed their interest in FACS and 6 are being considered for roles across FACS which will contribute to FACS’ employment target under the NSW Government’s Refugee Employment Program.
Disability Reform Team - National Disability Implementation Scheme (NDIS) Key achievements ● Collaborated with a Federal Government agency, the National Disability Insurance Agency (NDIA), to manage a large scale recruitment campaign (NDIA First Offer Process) as part of a small team. Acquired resources and encouraged cross-functional collaboration resulting in over 180 FACS staff being assessed for roles with NDIA. This improved staff career prospects as it allowed FACS staff to be considered for roles, with the NDIA, before the general public. ● Developed a communication strategy to communicate with staff Department wide. Collaborated across different teams to gather relevant information and obtained support from senior management to execute the strategy. This resulted in impacted staff being well-informed of the options available to them which minimised uncertainty and improved employee morale. ● Managed a high volume of complex and sensitive matters relating to employee entitlements and employment transfer conditions during significant organisational reform environment. Collaborated with subject matter experts to formulate accurate responses in a timely manner resulting in improved employee satisfaction.