Kellie Smith

As the Executive Manager - Leadership, Culture, Inclusion, I am responsible for leading a team of product owners to take end-to-end responsibility for delivering integrated products and services with a particular focus on:

· Organisational Culture,

· Diversity, Inclusion and Belonging,

· Organisational Performance,

· Leadership

Key achievements:

• Development of the CSIRO leadership strategy, The Leadership Roadmap, that aligns with strategic business objectives and develops leadership bench strength, capabilities and diversity across the enterprise leadership pipeline.
• Established CSIRO's approach to leadership development and designed both the frontline leader and leader of leaders blended development programs.
• Currently designing the leadership development program for senior level leaders.
• Embedded the enterprise leadership capability framework, Leading@CSIRO into the key touchpoint in the employee lifecycle.
• Co-designed and co-facilitated the quarterly CLT (CSIRO Leadership Team) leadership forum. A two day event where the top 40 leaders come together to solve strategic problems and build their leadership capability.
• Led the design of a set of integrated initiatives focused on inclusive recruitment and appointment practices and processes with the aim to increase the diversity (gender, CALD)in the leadership pipeline.
• Partnered with the People Insights team to utilise metrics to identify improvement opportunities in leadership training delivery, processes and solutions.
• Led the development of a Diversity, Inclusion and Belonging governance structure (DIB Council and Action Plan Working Groups and BU Community of Practice) to guide all enterprise-wide DIB initiatives.
• Led the development of the submissions required to meet CSIRO's diversity and inclusion accreditation obligations and benchmarks including SAGE, WGEA, AWEI, STEM Decadal Plan and Champions of Change.
• Led the delivery of CSIROs bi-annual Culture Survey and the development of the tools and material to support the business unit based Change Leads to lead resulting action planning within their businesses.
• Led the establishment of an enterprise training program Speak-up, designed to foster a culture where calling out poor behaviour is normalised.

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In this contract role, I provided thought leadership, design consultation and development as well as project management to develop a comprehensive global and fully virtual leadership development program for an organisation comprising 8,000 leaders across 36 countries. This project involved extensive stakeholder engagement across various business units and time zones, the integration of digital learning platforms, and the creation of interactive content tailored to diverse leadership needs. By implementing a structured project management approach, including the management of a Request for Tender process, we delivered the program to pilot within a 9 month timeframe.

Central to this initiative was the development of a robust leadership capability framework, which defined the core capabilities and behaviours essential for effective leadership within the ANZ. Based on this framework, we created a customized 360-degree assessment tool that provided leaders with valuable feedback that also guided them to their personalised development experience across the journey of the leadership program. This innovative approach ensured that the program was highly relevant and its impact measurable. The program has become a benchmark for virtual leadership training within the industry.

BOOM!Sales is Australia's most inspiring and innovative sales & service capability uplift organisation. Ranking #1 in Google and developing the capability and employee performance enablers for Sales/Services (and Leadership) teams of some of Australia's leading organisations.

Based on business immersion and engagement with several large organisations and their leadership teams, I designed and developed BOOM! Sales most popular public capability development and leadership development programs including: The Red Phone™, The Relationship Diamond™, HiPerformance Selling, The Fearless Leader™, Outlaw Selling™ and many more.

I also performed as Lead capability consultant and project manager for large sales & customer service culture change and capability uplift programs of work for projects with clients including Energy Australia, AGL, Crown Casino, National Australia Bank, Lincoln Indicators, FROMM Australia, Benetas Aged Care and more.

On each of these projects I delivered:

1.The Workforce Development Strategy,

2. The Change Management and Stakeholder Engagement Strategies,

3. The Measures for Success Framework and the Project Management Plan.

4. Personal responsibility for the stakeholder engagement and change coaching for the Executive General Manager Sales & Service and the group leadership teams.

5. Designed and developed the Cultural Change Program to introduce the change to the sales & service employees and develop the workforce capability and enablers for the new way of working.

6. Designed and developed an aligned capability framework and integrated the framework across the employee life-cycle touch points e.g. Recruitment, on-boarding, coaching framework, development guides, performance conversation guide, talent identification and succession planning.

7. Designed, developed and facilitated the Change Leadership Program - empowering the group leads and team leaders to lead and coach for the new way of working and engaging customers in BAU.

Strategic and operational lead for the People Change Stream and the Change Management Strategy (and Stakeholder Engagement Strategy) for Medibank's New Ways of Working Strategy and Cultural Transformation Program, Thrive. Key objectives of this program included a relocation of 8 sites to a brand new building and the adoption of Activity Based Working as their 'new way of working'.

Key Responsibilities:

• Working closely in collaboration with the Property Stream and Technology Stream, I was responsible for the design & development of the Change Management Strategy and Stakeholder Engagement Strategy (across 8 Business Units) for the enterprise wide Thrive Program.
• Established the People Change Team for this cultural transformation program and led through establishment, planning to implementation phases before transitioning the roles to (BAU) People & Culture.
• Responsible for the business unit Local Change Plan model including the Executive Committee Change Plan. Change Manager and coach for the Executive Managing Director and ExCo.
• Responsible for the project Communications Strategy (and Plan) and the Training & Development Strategy (and Plan) for the enterprise and the 8 business units.
  • Designed, developed and facilitated the Change Leadership Program - Leading to Thrive.

As the Head of Strategic Capability & Engagement I was responsible for the Strategy Development, Stakeholder Engagement and the successful delivery of a range of strategic capability planning and development frameworks and initiatives that built enterprise capability across 4 critical categories - Leadership, Sales & Service, Business Acumen and Operational Excellence.
I led a team of 6 Organisational Development professionals that were responsible for the creation and implementation of strategies that engaged internal and external stakeholders with The Academy value proposition and strategic capability development frameworks, products and services. I developed and delivered the strategy and successful implementation of the enterprise wide Capability Strategy and Development initiatives that contributed to the competitive advantage of NAB through Leadership (and talent) and Workforce Capability and built a culture that had a commitment to
engaging and continually developing its people and the way they work. This team also provided a consistent Business Partnering model that provided consultation, trusted expert advice and strategic partnering to internal business unit customers to support the business unit's development and
execution of business strategy aligned workforce planning and strategic capability uplift.
Leading my team, we provided thought leadership and expert advice to identify business priority workforces and roles, the workforce capabilities required as a source of strategic competitive advantage and the targeted workforce development pathways and enablers required to build capability, improved performance and employee engagement.
Leading my team, we collaborated with other People & Culture functional areas to embed active enterprise Career and Workforce Development Management via the design and implementation of accessible infrastructure & frameworks, processes and tools delivered through the Academy Online and the physical Academy channels.
With the brand & marketing component of my team, I strategically led the development, implementation and evaluation of The Academy's approach to engaging with and marketing to internal stakeholders and external clients.
As a member of the The Academy LT, I contributed directly to the strategic direction of the business and provided professional advice on how The Academy enables the enterprise and its individual business units to achieve
its people performance objectives.

As a member of the enterprise Organisational Capability leadership team, I was responsible for contributing to the original 'The Academy' strategy and approach and providing thought leadership and business insight on Capability Strategy & Development and Talent & Leadership development.
This role was strongly focused on business unit stakeholder engagement & management, project management and solution design & delivery.
Key Achievements:
• Established the Leadership Ambassador Strategy, a ‘leader-led' faculty approach to enterprise leadership development.
• Strategically partnered with the Culture & Engagement team to create the cultural change program ‘Role Model Leaders', designed to embed the NAB aspired culture.
• Strategy and implementation of ‘Social Leadership' introduction into leadership programs.
• Designed the NAB Enterprise Induction program, facilitated by Leadership Ambassadors. This approach integrated with the enterprise Talent Development Strategy.
• Establishment of the Marketing & Business Engagement Plan and Communications Plan for the Leadership & Talent development function.

As a member of the Leadership Team, I was a thought leader in Leadership & Management Development and strategically managed the Leadership & Management Development Team to ensure project quality and agreements with business unit stakeholders were met. As the People Leader, I coached & guided team members to ensure they had the skills and capability to perform their roles. As the unit leader, I pro-actively worked with BU HRBP teams to understand the strategic direction and business plan objectives and to develop regional leadership development frameworks and initiatives to address key needs and/or gaps across business units. I led the design, resourcing and project management of Australian region-wide Leadership and Talent development programs and initiatives.

• Designed and implemented NAB's Regional Leadership Model (Authentic
  Leaders@ NAB).
• Established a Leadership segment pipeline and set strategic and operational direction for the build of a suite of ‘core' leadership development programs, recognised as the ‘regional' vehicles for making meaning of the Authentic Leaders@NAB framework. This achievement included consulting with all business units on the impact and effectiveness of integrated, accessible development pathways, rather than isolated workshops.
• Consulted with business unit stakeholders, co-designed & project managed the Authentic Leadership program to pilot stage, leading a team of external contractors.
• Established a highly skilled external workforce of leadership consultants. Utilised not only by the broader nabLearning function but also by embedded business unit HR teams.

As a member of the newly established Enterprise Learning and Development function, nabLearning I was an internal Organisational Development consultant with a strong focus on stakeholder engagement and consultation with HRBPs as well as BU Heads, translating into high level design of workforce capability development solutions that supported Enterprise and BU strategic objectives.

Key Achievements:

• Consulted with the Retail GM Sales and Marketing to design and project manage the development of Retail Bank's core sales/customer service workforce development program, ‘Goals to Choices'.•
• Consulted across all business units to agree to a common coaching model at nab and establishment of a region wide program,' nabCoaching'.
• Consulted and designed an initiative to support the workforce capability uplift required for the Customer First! cultural change initiative.