Helene Bryant

• Lead HR Business Partnering team for corporate functions (approx. 850 employees, 5 Group Executives and up to 4 team members)
• Work closely with Group Executives and senior leaders to understand business challenges and priorities, the strategic landscape and use this to define desired workforce outcomes and support co-design of fit for purpose and integrated P&C initiatives.
• Supporting Business Planning, Strategic Workforce Planning and development of People Plans for our client groups
• Supporting the execution of key people cyclical activities in the business units including talent and succession, remuneration, engagement surveys and performance
• Supporting key business projects from a P&C perspective
• Implementation of the strategic workforce plan
• Supporting team effectiveness and engagement (including leadership coaching and guidance)
• Responsible for leading workforce stream of key organisational program named Better Together focused on operating model improvements across UCQ to ensure a sustainable operating model for the future
• Key member of the People and Culture senior leadership team
• Led a team of up to 4 direct reports

Key Projects and Achievements:

• Put in place a leadership and culture program for corporate functions at UCQ resulting in an engagement increase of 18% and a reduction in turnover of 15% in 2 years
• Put in place a focus and increased maturity over time on fundamental people programs and practices such as performance, talent and succession, engagement and remuneration.
• Led the workforce workstream for Better Together standing up the workstream and ensuring a framework, governance and focus around the people elements of the program
• Led a significant, complex organisational restructure across Corporate functions resulting in $15M of FTE savings across corporate functions, with no formal ER cases and positive feedback from all stakeholders.
• As a member of the SLT, participation in devising and endorsement of the People and Culture workforce plan and People First Strategy (and relevant initiatives)
• Implementation of a new remuneration framework in conjunction with the remuneration team
• In conjunction with the capability team introduced a program called Lead Together in Corporate functions which was a program for senior leaders focused on leading collaboratively across the organisation. The program was rated as highly effective and useful in breaking down silos by participants.

• Responsible for devising BOQ’s diversity and inclusion strategy, ensuring executive buy-in and support
• Responsible for establishing and maintaining BOQ’s inclusion governance structure including the Inclusion Council (comprised of the CEO and direct reports), relevant employee networking groups and working groups
• Responsible for establishing and embedding a program of work focused on gender equality
• Responsible for establishing BOQ’s first Reconciliation Action Plan, the associated working group and oversight of plan
• Responsible for diversity and inclusion reporting including to the board, the Executive Committee and the relevant component of the BOQ annual report
• Responsible for the design, development and implementation of the BOQ cultural program of work including the group engagement approach, culture surveys and cultural roadmap

Key Projects and Achievements:

• Put in place the organisation's first Inclusion and Diversity strategy and roadmap which was endorsed at an executive level
• Implemented the Inclusion and Diversity governance structure including an Inclusion Council
• Thorough program of work devised, implemented and embedded to ensure BOQ was an employer of gender choice
• Put in place targets and increased the representation of women and First Nations people at BOQ
• Successfully rolled out the 2018 BOQ employee engagement survey including the communications plan
• Successfully put in place BOQ’s first Reconciliation Action Plan with the appropriate endorsement and infrastructure
• Significantly improved BOQ’s parental support offering

• National strategic leadership role with HR responsibility for all BOQ head office support divisions (approx 800-900 people and six of the eight reports to the CEO) and a member of the People and Culture Leadership team
• Member of the People and Culture leadership team responsible for the People and Culture Strategy and key organisational people decisions
• Partnering with the business to proactively ensure key strategic people priorities were driven and embedded in Division/s
• Leadership of a team
• People strategy development, execution and engagement in conjunction with HR specialist functions to deliver key business outcomes
• Partnering with the business to drive the People and Culture Operational cycle
• Restructuring large divisions in line with business needs utilising organisational design principles and knowledge of relevant legislation
• Utilising people data and metrics as the basis for divisional people strategies
• Building relationships, coaching and guidance of Executives and Senior Managers to deliver key people priorities
• Leading cultural change initiatives to deliver business outcomes through people initiatives

Key Projects and Achievements:

• Worked as part of the leadership team to define and implement the people strategy aligned to the organisational strategy
• Led several large organisational restructures resulting in the embedding of structures enabling the delivery of strategy. These restructures incorporated workforce planning, change management, communication, project planning and implementation, and an assessment of risks and costs
• Led significant uplifts in engagement in my divisions through the analysis of and deep diving into engagement results with my leaders defining priorities to uplift engagement, and constantly reviewing progress
• Embedded a focus on a high-performance culture in my divisions. This included an emphasis on setting strategic performance objectives, redefining leadership conversations, performance moderations and a focus on under-performance
• Worked with my leaders and the People and Culture leadership team to design and implement a leadership development program at BOQ with the objective of equipping our leaders to lead effectively for the future. Feedback from the program was positive and there was an uplift in leadership engagement scores in the annual engagement survey
• Significant increase in female numbers in senior management achieved over time in line with organisational diversity targets, through education and a focus on diversity and inclusion in my areas.
• Worked with Group Executives and recruitment on several successful key organisational appointments
• Increased the focus on safety in my divisions resulting in better safety reporting and a decrease in safety incidents. This included a focus on education, communication, reporting and learning from safety incidents

• National strategic leadership role with responsibility for four key divisions (approx
• 600 people and four of the eight direct reports to the CEO) and a member of the People and Culture Leadership team
• Responsible for the creation and implementation of the strategic people plan for four key divisions and large-scale change management.

• National strategic leadership role with responsibility for the IT division (approx
• 600 people and the CIO and his leadership team)
• Responsible for the creation and implementation of the strategic people plan for this division and large-scale change management.

• Strategic role with responsibility for the Information Technology Business Unit.

Employers included:

• NSW Business Chamber (Sydney)
• The Salvation Army (Sydney)
• Hudson (Brisbane)
• The Economist Group (London)
• Resource Solutions/ABN Amro (London)
• Morgan Stanley (Edinburgh)
• The Salvation Army Employment Plus (Brisbane)