Kerrie Pryke
Drummoyne,NSW
Summary
Skilled human resources leader dedicated to driving organisational growth and fostering employee development. Proven expertise in building collaborative teams, implementing strategic HR initiatives, and delivering effective talent management solutions.
Tertiary qualified in employment law and extensive experience in complex unionised environments within state and local government. A forward-thinking leader who serves as a trusted advisor to senior executives. Excels in interpreting and implementing awards, agreements, employment policies and procedures, government legislation, and providing best practice and risk-based advice on sensitive and complex people matters at an executive level.
Track record of successfully driving organisational change through strategic planning and execution, leveraging comprehensive knowledge of change management principles to facilitate smooth transitions. Focuses on enhancing operational efficiency and fostering a collaborative work environment, consistently yielding positive results.
Overview
22
22
years of professional experience
Work History
Transformation Lead
Australian Energy Market Commission
07.2024 - Current
- The AEMC are the rule makers for Australian electricity and gas markets. They make and amend the National Electricity, National Gas, and National Energy Retail Rules and provide market development advice to governments.
- Answering into the Executive General Manager Corporate Services, engaged on a 6 month fixed term contract to lead the transformation of the AEMC during a time when the energy sector is experiencing significant change as we work towards net zero emissions by 2050
- Implemented Prosci Change Management Framework
- Developed the project and change management plan for ERP system implementation, including HRIS
- Developed the Information and Records Management 4-year strategy, reviewed and updated policies and procedures to ensure compliance with the State Records Act
- Reviewed and overhauled the Business Continuity Plan, Functional Guidelines, policies and procedures, including scenario testing
- Provided expert advice on HR and WHS policy reform
Executive Manager Human Resources, Safety & Wellbeing
Waverley Council
12.2019 - 11.2023
- Waverley Council provides and supports a variety of services, programs and initiatives to sustain and improve the quality of life for the Waverley community. This includes the delivery of 22 main services and up to 150 sub-services covering a wide range of activities.
- Answering into the General Manager and Director of Corporate Services, leading a team of sixteen high-performing HR, IR & WHS specialists across multiple sites
- Transformed HR, Safety and Wellbeing operating model, shifting the function from a caretaker of employees to a strategic partner, shaping the workforce to enable delivery of organisational objectives, operational plans and the Community Strategic Plan
- Streamlined HR & WHS operations for improved efficiency through the implementation of modern technology platforms and tools
- Introduced strategies focusing on a safety-first culture, integrating and improving work health and wellbeing into excellent job design and work health and safety systems, resulting in a significant decrease in the cost of claims from $1.5mil in 19/20 to $431k in 20/21 and $30k in 21/22, resulting in a downward trend in workers compensation premiums
- Promoted a culture of continuous improvement using data-driven insights from employee feedback surveys, driving meaningful action plans based on identified areas of concern
- Designed and implemented a 4-year People Plan, responding to the 2019 Employee Engagement Survey, increasing staff engagement from 69% in 2019 to 74% in 2022 and wellbeing from 62% to 66%
- Created, managed, and executed business plans and communicated Council's vision and objectives to motivate teams, resulting in a significant lift in staff engagement in the HR, Safety & Wellbeing team to 85% in 2022
- Designed and implemented the Council's 10-year Workforce Plan, identifying current and predicted workforce challenges, enabling the Council to set out how to address the challenges to achieve the Council's ambitious delivery program
- Designed and implemented the Waverley Council Total Reward Framework, including a new Salary System introducing pay equity and a contemporary approach to total reward
- Designed and implemented the Waverley Council Leadership Framework, encompassing the LGNSW Capability Framework, enabling the development of crucial leadership capabilities
- Designed and implemented a 70:20:10 Learning Framework, shifting learning from the classroom to a more blended approach, including on-the-job experience and coaching and mentoring
- Leveraged analytics-based tools for informed decision-making in human resources management and WHS, ensuring alignment with business objectives.
- Developed and implemented current and compliant HR Policies across the Council, introducing good governance and a fair and consistent approach to applying entitlements and non-cash benefits
- Developed and maintained strong relationships with key stakeholders, including union representatives, to foster a collaborative approach to resolving employee issues
- An integral member of the Council's Crisis Management Team, leading the people, safety resources, and requirements to ensure business continuity and the delivery of essential services to the community throughout the pandemic
- Received the GM Award for 'Excellence in Leadership COVID-19'
Consultant
Local Government NSW
09.2019 - 12.2019
- Local Government NSW (LGNSW) is the peak body representing New South Wales local councils and associate members, including county councils, joint organisations, and regional organisations of councils. They support, promote, advocate for, and represent the local government sector so members are in the best possible position to serve NSW communities
- Answering into the Chief Executive Officer engaged on a three-month fixed-term contract
- A trusted adviser and subject matter expert to senior leadership on best practices related to workforce planning and organisational design during periods of significant change, enabling LGNSW to build solid relationships and reinforce their member brand through a capable, fit-for-purpose workforce
- Implementation of the LGNSW Capability Framework
Executive Manager Human Resources & Safety
Northern Beaches Council
09.2017 - 09.2019
- Northern Beaches Council provides and supports various services, programs and initiatives to sustain and improve the quality of life for the Northern Beaches community. This includes delivering 27 primary services and up to 150 sub-services covering a wide range of activities.
- Answering into the Chief Executive Officer, leading a team of twenty-seven high-performing HR, IR & WHS specialists across multiple sites
- Led the merger of Pittwater, Warringah and Manly Council (now Northern Beaches Council) due to NSW Government Council amalgamations.
- Streamlined HR operations for improved efficiency through the implementation of modern technology platforms and tools
- Promoted a culture of continuous improvement using data-driven insights from employee feedback surveys informing the design and implementation of the Council's 4-year People Plan and subsequent action plans based on identified areas of concern, leveraging analytics-based tools to inform decision-making in all aspects of human resources and WHS management
- Optimised workforce planning processes to align with changing business needs, leading to increased organisational agility. This informed the design and implementation of the Council's 10-year Workforce Plan, identifying current and predicted workforce challenges and enabling the Council to set out how to address the challenges to achieve an organisational objectives
- Developed and established resource plans incorporating critical capital and transformation projects
- Development of twelve major safety programs of work and implementation of world-class Work Health and Safety Management Systems, building on a safety-first culture, enabling compliance with the regulator (SIRA)
- Development of 'Our Promise,' the Council's Employee Value Proposition to ensure attraction and retention of key talent
- Designed and implemented the Northern Beaches Total Reward Framework, including a new Salary System and the successful transition of more than 1,200 employees. This framework introduced pay equity and a contemporary approach to total reward
- Designed and implemented the Northern Beaches Leadership Framework, encompassing the LGNSW Capability Framework, to ensure that crucial leadership capabilities were developed and leaders were high-performing
- Developed and implemented current and compliant HR Policies across the Council, introducing good governance and a fair and consistent approach to applying entitlements and non-cash benefits
- Achieved White Ribbon Workplace Accreditation, raising awareness and ensuring a safe and supportive workplace for victims of domestic & family violence
- Developed, maintained and managed relationships with key stakeholders, including union representatives, to foster a collaborative approach to resolving employee issues.
HR Director APAC (Major Projects - 3mth Contract)
CBRE
06.2017 - 09.2017
- CBRE is the world's largest commercial real estate services firm
- Answering into the Regional HR Director APAC, led a large-scale HR transformation project to improve performance
- Organisational redesign of a high-performing HR organisation that could partner with the business, support the execution of business strategy and enhance HR's contribution to the organisation's success
- Delivered a draft functional model and organisational design for HR across the Asia Pacific region, bringing fourteen countries into one HR Shared Service for the region
Principal Manager HR - Major Organisational Reform
Transport for NSW
10.2012 - 01.2017
- Transport for NSW (TfNSW) leads the development of safe, integrated and efficient transport systems for the people of NSW, including transport planning, strategy, policy, procurement and other non-service delivery functions across all modes of transport—roads, rail, ferries, light rail and point-to-point.
- Answering into the Deputy Secretary People & Corporate Services & Deputy Secretary Transport Services, led a team of 18 FTE, integrating key delivery areas aligned to meet government priorities across TfNSW divisions, impacting more than 2000 employees
- End-to-end delivery of a complex and industrially sensitive large-scale transformation program encompassing the amalgamation of the Transport Services Division (TSD) and Transport Projects Division (TPD), ensuring TfNSW could deliver an unprecedented transport infrastructure and service delivery program
- End-to-end delivery of a significant transformation program integrating key agency ICT Shared Services (Sydney Trains, NSW Trains, RMS, STA and TfNSW) to enable the introduction of next-generation infrastructure services across the Transport cluster
- Capability uplift in divisions critical in delivering the unprecedented capital program for the Transport cluster, including structure, skills, processes, and culture
- Partnered with Deputy Secretary Infrastructure and Services (I&S), Group CIO and their leadership teams, facilitating the development of I&S & ICT value chains, enabling integrated end-to-end planning, development, delivery, and operations of transport services
- Led working sessions and communication forums collaborating with SMEs, grouping current functions performed across Group IT, TSD and TPD, clarifying interfaces and handoffs internal and external
- Rationalised challenges, including the capability to deliver significant projects, role clarity, duplication of functions and inefficiencies in the current business models
- Designed I&S and IT Shared Services business models and organisation structures for the Secretary's approval in consultation with the Executive and Transports Centres of Excellence (CoE)
- Represented TfNSW in Union negotiations
- Facilitated employee events and communications
- Provided regular updates and reports to senior leadership on the status of transformational initiatives, enabling informed decision-making at all levels.
- Implemented the future state organisations in a structured, transparent, and collaborative manner in conjunction with TfNSW CoEs
- Over eighteen months, these complex and industrially sensitive large-scale transformation programs were delivered, ensuring TfNSW could deliver on the government's ambitious IT and infrastructure agendas. Both programs were delivered within the required time, within cost, without industrial disputation and with minimal disruption to services
Principal Manager HR - Transport Projects Division
Transport for NSW
05.2013 - 06.2015
- TfNSW Projects division was responsible for designing and delivering major transport infrastructure across NSW and procuring vehicles, vessels and rolling stock on behalf of the Transport cluster
- Answering into the Deputy Secretary Transport Project leading a team of 8 FTE, responsible for the management of Human Resources, including HR strategy development & execution, project resourcing and succession planning, recruitment and onboarding, establishment management, HR Business Partners, employee engagement strategies, diversity and inclusion strategies, performance management, leadership development, coaching, business planning & budgets
- Successfully migrated Projects' standalone HRIS and HR processes into TfNSW's shared services environment, including Transport Equip (SAP), Success Factors, recruitment, onboarding, HR Advisory and Workplace Conduct and Performance
- Managed the Public Service Commission's Employees Matter Survey, including response management, executive reporting, engagement strategies, employee communication, and events during momentous divisional change
Principal Manager Employee Relations
Transport for NSW
10.2012 - 05.2013
- Answering into the Executive Director Group Human Resources, leading a shared service responsible for providing strategic leadership and management of industrial and employee relations across the Transport cluster
- A trusted advisor to senior leaders in interpreting and implementing awards, agreements, employment policies and procedures, and government legislation, as well as providing best practice and risk-based advice on sensitive and complex people matters at an executive level.
- Developed, maintained and managed relationships with key stakeholders, including union representatives, to foster a collaborative approach to resolving employee issues.
- In an industrially sensitive environment, managed and communicated TfNSW position on employment matters in the NSWIRC, FWA and with Unions NSW, Public Service Association, Rail Tram and Bus Union and Professionals Australia (APESMA)
- Developed and delivered extensive learning and development programs and provided ongoing support and advice for forty industrial specialists and 150 corporate and shared services staff across the Transport cluster, increasing capability and understanding of relevant legislation, government policies and frameworks and critical risks
- Developed and facilitated employee communications and events concerning awards and agreements, state and federal legislation and HR policies and procedures, increasing awareness and reducing risk
- Successful stand up of the Workplace Conduct and Investigation shared service for the Transport cluster (28,000 FTE), reducing caseload from 500 open employment matters to 200 in six weeks of stand-up
Executive Manager Human Resources Operations
City of Sydney Council
12.2009 - 10.2012
- Answering to the Executive Director of Workforce & Information Services, leading an HR operations unit, responsible for providing responsive and contemporary HR services across the organisation, including HR operational strategy development, execution, and evaluation, remuneration & benefits, recruitment & on-boarding, establishment management, HR advisory services, performance management, business partnering, HRIS, employee and industrial relations, award negotiations, and representing Council in FWA, NSW IRC and other tribunals
- Designed and implemented the HR shared service model, strengthening collaboration and creating efficiencies across related functions, supporting a more customer-responsive service aligned to the divisions and individual business unit needs, improving efficiency and effectiveness of day-to-day HR services and business processes
- Implemented an E-Recruit hosted and onboarding system
- Amalgamation of the City of Sydney and South Sydney Awards, reducing complexity and ambiguity
Head of People & Culture (Urban Pacific)
Macquarie Group
10.2006 - 12.2009
- Urban Pacific was a division of the property group with the Macquarie Group of companies with offices across Australia, South Africa and the USA
- Answering into the CEO, responsible for the management of Human Resources globally, including HR strategy development & execution, project resourcing, succession planning, recruitment and onboarding, establishment management, employee engagement strategies, diversity and inclusion strategies, performance management, leadership development, coaching, business planning & budgets
Head of HR, Industrial Relations & WHS
Abigroup & Leighton Holding Joint Venture (ALJV)
04.2003 - 09.2006
- The ALJV designed and constructed the M7 Motorway on behalf of the NSW Government
- Answering into the Project Director, managing a workforce of more than 13000 employees and 1500 contractors and leading a team of 22 HR, IR and WHS specialists. responsible for the development and execution of the HR, IR and WHS strategic plans, negotiation of the EBA and Project Award for a workforce of more than 13000 employees and 1500 contractors
- Over 10,000,000 man hours - no lost time due to industrial action and zero fatalities
- National Association for Women in Construction Award for "Achievement in Construction" for an exceptional safety record and a harmonious industrial environment in the early completion of the M7 Motorway
Education
Postgraduate Certificate of Employment Law - Employment & WHS Law
Curtin University of Technology
Western Australia 01.2011
Master in Employment Law - Employment & WHS Law
Griffith University
QueenslandSkills
- Strategic leadership
- Large-scale major organisational/workforce change
- Employee & Industrial Relations strategies
- Work, Health, and Safety & Employee Wellness
- Workforce Strategies & Frameworks
- Workplace Policies and Procedures
- HR Information Systems
- Culture Transformation
- Organisational Development
- HR Operations
- HR analytics
Affiliations
Australian Human Resources Institute
Timeline
Transformation Lead
Australian Energy Market Commission
07.2024 - Current
Executive Manager Human Resources, Safety & Wellbeing
Waverley Council
12.2019 - 11.2023
Consultant
Local Government NSW
09.2019 - 12.2019
Executive Manager Human Resources & Safety
Northern Beaches Council
09.2017 - 09.2019
HR Director APAC (Major Projects - 3mth Contract)
CBRE
06.2017 - 09.2017
Principal Manager HR - Transport Projects Division
Transport for NSW
05.2013 - 06.2015
Principal Manager HR - Major Organisational Reform
Transport for NSW
10.2012 - 01.2017
Principal Manager Employee Relations
Transport for NSW
10.2012 - 05.2013
Executive Manager Human Resources Operations
City of Sydney Council
12.2009 - 10.2012
Head of People & Culture (Urban Pacific)
Macquarie Group
10.2006 - 12.2009
Head of HR, Industrial Relations & WHS
Abigroup & Leighton Holding Joint Venture (ALJV)
04.2003 - 09.2006
Master in Employment Law - Employment & WHS Law
Griffith University
Postgraduate Certificate of Employment Law - Employment & WHS Law
Curtin University of Technology
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