Joanna Pannett

(12 months term role).

PricewaterhouseCoopers is a multinational professional services firm with 295,000 people. The Assurance business, is the largest in the firm in Australia with 200 Partners and 2,500 people.

Led a professional HR team of 50 and member of the Assurance Leadership Team & People & Culture leadership team. Set direction via a business led HR strategy and successfully created a culture with PwC value's central to everything. Significant achievements include:

· Positioning the firm competitively in the war for Talent, via a firm wide new Annual Performance Review framework and a new Total Reward Strategy.

· Implemented, PwC ‘Work from Anywhere' which responds to wellbeing and mobility and solved retention and talent attraction as borders reopened.

· Automation and self-service delivery, empowering employees to own their data and HR to focus on more strategic initiatives.

· New People analytics to identify ways the firm may be nimble in times of change and risk management

· Diversity and inclusion strategy , incl. a new Parental Leave benefit.

· Delivering new leadership programs and building a deeper leadership pipeline for annual Partner Nominations.

· Revamped talent acquisition post pandemic to leverage The New Equation PwC global employment brand for Australia.

· Improved the Assurance HC Function Delivery Model (ways of working).

· Improved HC approach to Governance (decision making).

· Improved adherence to Risk and Compliance requirements for the function.

CommBank has 51,000 global employees and a revenue of $26 billion. Headhunted to lead the critical people transition for the demerger of the CBA Wealth Division, comprising of Colonial First State (CFS), Count, Financial Wisdom, and the Advice business circa 4,000 people intending to transform into a separate entity, ‘NewCo'.

· Member of four separate business leadership teams under Wealth Division, operating in the high profile and challenging context of the Australian Royal Banking Commission, where large banks are discontinuing their wealth and superannuation services.

· Led a HR team of 10, auxiliary CBA HR teams & Deloitte consultants to symbiotically deliver the project with a total budget of $80 million.

· Challenged to stabilize and transition a beleaguered workforce ready to list ‘New Co' by July 2020.

· Investigated the high profile, complex ER case (which the media publicized as ‘Deceased Estates Fees') on behalf of the CBA Board as per Royal Commission findings. Involving CEOs across wealth it required trust and impartiality whilst maintaining a strong relationship. The result was a fair and entirely discreet handling of the case and subsequent outcomes. Demonstrated how to be a resilient, calm and a trusted advisor to leaders during the toughest environment in Australian finance in decades.

· Designed and implemented a people strategy which planned for a steady demerger of the wealth division into a ‘New Co'. This improved the employee ‘change experience' (measured periodically by survey,) and held engagement at a satisfactory level and in line with CBA at 77%, and kept attrition rates at 7%.

· Employee productivity and a positive customer experience was driven upwards by focusing attention to performance management and reducing poor performance indicators by 90% over 3 months.

· Designed a performance and reward strategy for ‘critical roles' mitigating the risk of attrition by 100%.

· Guided leaders to design an optimal ‘New Co' total operating model and gained approval from CBA Exec and Board to proceed, in alignment with critical project milestones.

· Accountable to the CBA Risk Board and relied upon to create solutions quickly in response to constantly emerging issues in the wake of the tumultuous change. Talent and Development team were commended for swift delivery of suicide awareness training with 100% uptake in the first 2 weeks.

· As directed by CBA Executive, to suspend the demerger activity, pivot and re calibrate the strategy to focus on the break up and sale of the wealth division. This resulted in leading 3 brand new projects to manage the subsequent sale of Count, Financial Wisdom and Advice to external parties and managed a smooth transference of the CFS business into CBA.

· Simultaneously built an essential new remediation team of 90 people to specifically handle the increased remediation workloads. This team focused on resolving undertakings in Wealth as a result of findings in the Royal Commission. This alleviated strain on the normal Wealth operating model during its sale period and improved employee and customer experience. The engagement pulse survey indicated a 10% uplift.

ANZ Group & Wealth Division | 2015 – 2017

Senior Business Partner, Global Wealth Division

ANZ Bank has 39,000 employees globally and a revenue of $21 billion. Focused on the sale of the Wealth business in wake of the Australian Financial Services Royal Commission. Key stakeholders were Wealth Division, in Sydney, (a member of the Investments, E. Trade and Chief Investment Officer leadership teams) and in Group, in Melbourne, (a member of the Innovations, Marketing, leadership teams).

· Led early restructuring programs across Wealth, resulting in an optimal operating model and human capital fitness, which attracted multiple high caliber buyers.

· Advised the business around the people impact of the transition, which resulted in them providing a strategic roadmap and a clear vision which was effectively communicated to teams, resulting in attrition held at 5% and preventing a performance dip, thus maintaining a healthy risk dashboard & viable business for sale.

· Delivered ‘change management' coaching to help support balancing the level of engagement in employees (facing the sale) with necessary productivity. Successfully, a 75% score (up 2%).

· The Wealth People Strategy required adjustment after the sale was announced so focused on implementing a successful roll out of ANZ Groups new Pay for Performance strategy. This resulted in leaders adopting greater accountability for their decisions on performance ratings and bonuses awarded to their teams, removing their previous reliance on the 20 / 70 / 10 distribution curve and the heavily top down controlled budgets of the previous years. MBA thesis investigated the thinking and behaviour of leaders managing this more autonomous reward process and the outcome. The new approach contributed to engagement uplift 75% score (up 2%).

Head of People, Audit (Contract)

Led a HR team at KPMG in one of its largest divisions, delivering HR services across 1,500 Partners and employees via a team of 10 regional Managers and Consultants.

· Coached a new national People Partner and COO for a successful landing into their new roles.

· Restructured the Partner Forums agenda, aligning the HR and Audit strategies which highlighted critical human resources priorities, informing development of roadmaps and establishing improved user experience of HR.

· Designed new assessment led talent management and succession planning workshops resulting in more commercially competitive associates with greater focus on confidence in winning new business.

· Led the talent program which developed leadership and business development capabilities. This resulted in 20% more candidates being ‘promotion ready' for partner pipeline nominations.

· Developed an improved operating model to enable Audit's future scalability.

· Combining the above improvements & effective integration of new people incentives, engagement rose 5% to 80.

IAG (Insurance Australia Group) | 2010-2012

Head of HR Solutions & Delivery, Direct Insurance

IAG has a revenue of $11 billion and 13,500 employees of which 10,000 sat within Direct Insurance. Led a team of 50 HR professionals in 11 generalist and specialist teams; Heads of Employee Relations, OH&S and Injury Management, Rem and Benefits, Projects, Change and Optimization, National HR & Recruitment.

· Restructured the Solutions and Delivery Team with a budget of $8 million.

· Presented to the IAG Executives bi-monthly and to the IAG Board quarterly critical human capital challenges and proposed HR solutions. Circa 70 papers annually, with a 100% success in endorsement.

· Influenced stakeholders to be accountable for their people development, resulting in employee engagement scores (mid 80 %) and higher performance ratings.

· Engaged key stakeholder relationships across IAG's divisions, which supported a timely and non -disruptive new Enterprise Agreement bargaining process for Group employees.

· Improved the speed to hire for critical roles by 50% faster by establishing a new recruitment panel and strategy.

· Mitigated IAG Board's risk by designing a Safety Mindfulness strategy under harmonized OHS legislation.

· Ensured Human Capital adhered to new Group Governance Framework.

· Increased HR engagement scores by delivering a HC Quarterly forum, strategy planning workshops & new coaching and mentoring program & was recognized for ‘leadership and resilience'.

Senior Manager Talent, Leadership & Resourcing

HSBC Bank Australia | 2004 - 2010

Managed the HR Relationship Managers, Resourcing & Talent specialists and directly supported Executives as a member of their leadership teams.

· Created a new Resourcing methodology and implemented this at local and Group level.

· Developed a transformational internal recruitment model and hired a new recruitment team. Influenced key stakeholders to utilize this commercially improved recruitment service. Saved $2million annually on hiring in Australia & significantly reduced time to hire and increased quality of hire.

· This led to delivering a new bank wide resourcing led Talent Strategy which identified talent at the point of hire, who were development in the country talent pool, which fed into succession planning.

· Delivered a Senior development program, Absolutely Leadership! Harnessing talent from the hire stage through a continuous development and promotion pathway provided efficiencies & seamless and improved employee experience. This contributed to Australia's top engagement scores regionally 90% upwards.

Senior HR Manager, HR Business Partnering

· Designed and implemented a new strategic HR operating model and a new HR Shared Service process which then enabled the roll out of manager self-service and consequently a more strategic HR business partnering service.

· Delivered the HR led business transformation of ‘Group Functions' (COO office) into ‘Hong Kong Technology Services' mitigating re-deployment and without adverse impact on employee engagement.

· Coached leaders to integration into the Cards and Retail Alliance division, therefore retaining new hired talent.

· Developed successful redeployment strategies to respond to HSBC's expansion into Asia.

· Developed policies in response to business need aligned to group and legislative Business Continuity and Risk frameworks.

· Pushed employee engagement upwards 90% annually by developing a flexible working model and several key HR initiatives, for example Project Equilibrium which focused on wellbeing and work / life balance.

HR Manager, UK & Channel Islands, UK Asset Management - London based generalist HR role.

HR & Resourcing Manager – People Division, Walmart Head Office UK | 2000-2004

Asda Walmart has 165,00 employees. Led an award-winning team of 10 recruitment specialists to focus on sourcing talent for Executive leadership roles, strategic buying roles, Merchandising and Marketing and the full range of Trading Floor, Logistics, Supply & Distribution roles within one of Britain's largest multiple grocers.