Deirdre Hosking

Responsible for all aspects of HR for 140 employees (now 4 HR) at Redzed including Strategy, Culture, Recruitment, Onboarding, Organisational Design, Performance and Remuneration Frameworks, Reward and Recognition, Learning and Capability Development, Payroll and Office Management

Reporting to the CEO and part of the executive team, I can also operate like a Chief of Staff

Achievements include

• FY25 Regrettable Attrition currently below 2% and non regrettable currently 9%. In 2022 it peaked at 30% following a restructure. FY24 Attrition was 12%
• Recruitment - Introduced in house recruitment saving $0.3m pa
• Engagement. Introduced Culture Amp surveys Results 2024 (81) participation 99%, 2023 (78) 88% participation, 2022 (81) 93% participation
• Onboarding & Offboarding- Created a programme for new starters, cross department buddy programme and measured feedback at weeks 1, 4 and 16 plus exit surveys
• Talent - identified, developed and reviewed six monthly
• Employee Value Proposition - developed & launched
• HR Policies and Procedures established
• Performance Framework introduced in 2023 to drive accountability
• Automated manual HR processes & payroll successfully partially outsourced
• FY25 found $0.4m in cost savings and managed the employee cost under budget of $25m
• External and Internal annual audits passed with no significant issues
• All legislative changes reviewed with a cultural lense and implemented successfully

Established RedZeds HR function, with 40 employees. Over the next twelve months the business doubled its size in people, revenue and assets and relied heavily on manual processes. The challenge was to digitise, recruit and retain talent whilst enabling growth.

Achievements included :

• commenced internal recruitment with LinkedIn
• Automated onboarding systems and procedures
• Implemented an Learning Management System to improve the quality of training and keep accurate records in a regulated industry
• Introduced salary external benchmarking and a remuneration process
• Moved offices then enabled an office based businsess to be fully remote during COVID
• Redeployed and cross skilled staff rather than retrenching them during COVID on a IT Receivables upgrade and into Hardship support

• Joined nab People Division (HR team of 330 people) as a specialist SME in nab Learning and Development for Bankers
• Led learning programs for Institutional Bankers globally, including launching and facilitating a 2 day workshop for new to role Institutional Bankers
• My major project was a soft and technical competency skill assessment designed with Korn Ferry for 1726 bankers with a 96% completion rate
• Led a Learning Governance review for all 33,000 staff on mandatory learning requirements jointly with the Risk Management team

• Led 14 branches, 120 staff in inner North West Suburban Melbourne
• Portfolio consisted of 140,000 consumer and small business customers (16,500 mortgage customers) and $5billion in assets to manage
• Accountable for recruitment, onboarding, technical and soft skills development, performance management, reward, recognition and strategic planning plus sales growth, operational risk & compliance, customer satisfaction, audit, OHS safety and union negotiations or all staff
• Key achievements: Achieving sales plan in 2014, starting in the role with a $50m lending deficit in Q2
• 100% of branches passing their Operational Risk audit in 2015 (after 50% failing in 2014)
• Staff engagement increasing from 55 to 67bps in 2015, maintained in 2016 after staff cuts
• NPS introduced and shifted up by over 20bps across 6 months for 14 branches

• Led Business Banking Centre's at Preston and Niddrie with 16 bankers managing $1.5 billion in assets and 1500 customers
• Changed my leadership style in 2011 to enable staff engagement which improved by 24bps
• This resulted in the team consistently in the Top 3 (out of 48) Business Centre's every week for overall sales and compliance performance for the following year
• Finished second in Victoria in overall metrics in 2013

• Accountable for all relationship banking for National Retail clients in the mid-market sector including Spotlight, Bodyshop, RSEA, Anaconda, Converse
• Minimum footings $50m
• Turnover up to $1.5bn
• Led a deal team responsible for all revenue, sales, credit quality, documentation, compliance, ongoing service delivery including treasury, trade, transactional and merchant banking during the GFC
• Sales targets were substituted to negotiate equity injections, tighter covenants and pricing increases
• I achieved this and increased customer satisfaction (SERP) to 84 bps

• I joined National Australia Bank in their Graduate Program in Adelaide in 1992
• I learnt every aspect of Banking in Branches, Business Banking Centre's, Credit Centres and worked with Insolvency Practitioners as well
• NAB relocated my family and I to Melbourne to work on the Property Portfolio of Institutional Banking in 2001, after they paid for me to complete my Masters in Applied Finance
• I then became a Relationship Manager working in Business Banking on general portfolios plus three years in the Property and Construction industry