• In my assignment with Justice Health, my main focus is on developing a recruitment and retention Strategy, and lead recruitment of specialized skills in nursing and allied health. This is an area of skills shortage, focus is on identifying the talent and skills available in the market, and to attract the same. This also included promotional and marketing strategies.

Reporting to the Director, and part of the Senior Management Team, other than HR Operations, my roles focussed on:

• Organizational Structure, Workforce Development, Diversity at the work place, including EEO and its implementation, Policies on Retention and Advancement
• Review HR Policies on OH&S, EEO, and Retention and provide strategic direction for new contracts

Reporting to the Regional Manager, principal focus of my assignment included all Human Resources operations, and focussing on:

• Lead project for change, for the relocation of Corporate Governance from Sydney to Melbourne with a view to centralize. This involved extensive consultation with stake holders, including unions, resulting in transparent process that engendered trust and generated satisfactory outcomes for the organization and staff.
• Monitored process driven by compliance issues relating to recording and documentation as governed by Department of Employment and Workplace Relations. Generated a SOP (Standard Operating Procedure) replete with diagrammatic flow charts and commentary. This resulted in considerable reduction in negative observations during surprise audit.
• Generated policy on Retention and Advancement affecting all staff.

Reporting to the General Manager, it was a stand alone role, with focus on :

• Reviewed various Human Resources related policies and procedures and monitoring structures to be compliant with DIMA requirements prior to audit in July 2006. Resulted in roll over of the contract for a further period of two years.
• Undertook the role of chair to the committee to manage temporary relocation of detainees due to asbestos scare and possible strike action initiated by various Human Rights Groups, during Easter.
• Project led recruitment of 300 Detention Service Officers in two lots. This included conduction detailed workforce planning to cover five Detention centres, followed by end to end recruitment from preparation of job descriptions to induction activities.
• Overcame resistance to change in the management of performance. This involved working with the line management, union representatives and the senior management team. To encourage ownership and implementation of changes in keeping with Corporate Performance management systems.
• Led project to complete backlog of training in keeping with compliance with DIMA contract. This involved liaison with line managers, and outsourcing some training after negotiating with RTOs. Set up RPLs, Block Training, skills stations. Was able to meet the requirements within the stipulated period of time. 

Reporting to the CEO, in a stand alone role, was responsible for all HR operations and strategy. Principal focus on:

• Project to address Quality Assurance requirements for licence approval and accreditation as an RTO. Te HR related requirements were met and provisional accreditation was awarded.
• Negotiation with Ministry of Social Development to commence an outreach service facility in the remote areas to provide services for the disabled.
• Achieve  110 % of the laid down target for seeking sustained supported employment for those with a mental disability.
• Develop and lead information seminars of existing and prospective employers, on employment of the disabled.
• Lead a project team to present papers on an international forum as a representative of ASENZ (Association of Supported Employment – New Zealand) at Gold Coast,

• Lead a planning committee responsible for setting up training and development programs for Managers, Team Leaders and front line staff throughout the organization and facilitated the Leadership program nationally. This resulted in the first structured training and development program in the organization.
• Initiated and developed a national OH&S program complete with workbooks and manuals and led the national OH&S working party representing various regions. This project provided the primary structure for continuing development and implementation of OH&S nationally
• As an instrument of change assisted in the smooth transition towards the new contract and Service Delivery Model, addressing anxiety and stress related to the change.   

• Lead negotiations for the first collective bargaining to take place within the organization. The employer did not wish to conclude a collective agreement. The employer’s position was successfully defended.
• Revamping the recruitment strategy, policy and procedures, reduce staff turn over
• Initiate and develop a relationship between Workbridge and Ministry of Social development, facilitate project work between Workbridge and MSD staff, contribute to the Corporate Industrial Relations strategy.
• Commence process to develop a strategic planning advisory group and develop a competency framework.

·         Advise managers on effective Industrial Relations/ Employee Relations (IR/ER)

·         Coordinate ER through effective communication

·         Coach and mentor life managers on best practice strategies

·         Develop and administer approved HR policies, practices and activities

·         Maintain audit certification of OHS Management System AS 4801 and EMS ISO 14001

·         Facilitate HR/OHSE training sessions

·         Risk management and monthly safety inspections

·         Conduct incidents investigations and identify corrective actions

·         Conduct and manage performance management issues at the factory level