Open To Work
Kieran Wong
Bunya,Australia
Summary
Dynamic executive in corporate governance and performance leadership, specialising in governance frameworks, human resources, risk management, performance reporting, and strategic planning. Expertise in crafting and executing robust policy frameworks that ensure financial accountability while fostering compliance programs and effectively engaging stakeholders across government and corporate sectors. Recognized as a change agent with a proven track record of driving organizational transformation and enhancing corporate services through innovative strategies aligned with strategic objectives and operational excellence. Committed to translating vision into actionable operational programs that elevate service delivery for the Queensland community, with a relentless focus on continuous quality improvement.
Overview
32
32
years of professional experience
1
1
Certification
Work History
Executive Manager, Corporate Governance and Performance
QRIDA
11.2024 - Current
- The EM-CGP role performs various duties and functions including governance, risk and strategic and operational functions to champion the QRIDA policy framework and key strategic objectives. My role is not just to be a good leader, but to develop tomorrow’s leaders for QRIDA. This is what a great leader should aspire to achieve every day.
- Achievements
- I have ensured the continuation of risk management frameworks.
- I have successfully negotiated procurements contract in line with government requirement. This has resulted in reducing the cost of some significant projects for QRIDA without removing the requirement scope that is required to be achieved. This savings then allows for other opportunities or savings to be made across QRIDA.
- Supported the review and referral of fraud matters for QRIDA to QPS, identified with the fraud team further controls within our RAPID system and application system to prevent fraud in any future Zero Emission Vehicle Rebate Scheme. I am working on the coordination of the strategic and operational planning process across QRIDA with the first stage being working with our COO to firstly establish the QRIDA Workforce plan which is required to be published on QRIDA website by June 2025.
- I have led the various project pieces to successfully sort an appropriate supplier to facilitate the QRIDA Graduate and Emerging Leaders Program. What started as development for two graduates was then offer to 17 staff members as part of the succession planning for QRIDA.
- Established two logo/badges which the workforce recognises and take appropriate action. These two logos are the QRIDA Workforce Army and the QRIDA Graduate and Emerging Leaders 2024 -2026.
- Facilitated the processes involving staff grievances and subsequent investigations.
- Successfully evidenced the 2025/2026 budget for People and Culture as well as the Corporate Governance and Performance.
- I am the advocate for QRIDA and actively participate in government committees, areas of interest groups and forums that QRIDA should have an active voice at the table.
- Led strategic initiatives to improve organizational efficiency and effectiveness across multiple departments.
- Developed comprehensive operational plans aligned with organizational goals and market needs.
- Facilitated cross-departmental collaboration to enhance resource allocation and project execution efficiency.
- Mentored and guided management team in best practices for performance improvement and staff development.
- Created, managed, and executed business plan and communicated company vision and objectives to motivate teams.
- Spearheaded change management efforts, ensuring smooth transitions during organizational restructuring initiatives.
- Successfully navigated complex regulatory environments to ensure compliance with all relevant laws and industry standards, mitigating potential legal risks.
- Spearheaded talent acquisition efforts to attract top talent from diverse backgrounds by leveraging industry knowledge and professional networks.
Senior Manager, People and Culture
QRIDA
04.2024 - 11.2024
- Overall responsibility for the delivery of the Human Resource (HR), People and Culture leadership at both an operational level and at a strategic level. My focus was to provide organisational development and support across the QRIDA workforce functions.
- Achievements
- Re-established a cohesive and highly functioning People and Culture team. A team that has direction but allows for autonomy and growth.
- Led the team and provided a safe space for learning, building knowledge and confidence. Supporting tomorrow’s leaders.
- Raised the understanding of the Code of Conduct or the QRIDA workforce by making the Code simpler by providing examples of conduct that is above the line or below the line behaviour. This started in P&C team when I first commenced. We set the standard for QRIDA moving forward and now the above the line or below the line is called out and has spread almost right round QRIDA. The workforce can verbalise what acceptable conduct looks like and what is not acceptable. This ensures all are accountable for their behaviour.
- I have provided consistent and accurate industrial relations advice and support.
- I am respected by my Executive Leadership Team (ELT) as a subject matter expertise (SME) and often called upon to support them as individuals or as a collective group. Our Chief Executive Officer (CEO) also takes time to discuss ideas with me for the QRIDA workforce. I have been fortunate to have been trusted to be part of many confidential and idea provoking discussions with our CEO and COO.
- Establishing the Flexible Working Committee to support transparent decision making.
- Established myself amongst my peers as an SME they can depend on and as a “can do” senior manager who is willing to assist wherever possible.
- Developed and implemented policies ensuring compliance with industry standards and regulations.
- Oversaw budget management, ensuring fiscal responsibility while achieving strategic objectives within QRIDA's operational framework.
- Provided strong leadership to enhance team productivity and morale.
- Conducted performance evaluations, compensations and hiring to maintain appropriate staffing requirements.
- Balanced competing priorities efficiently while maintaining focus on critical tasks requiring immediate attention.
- Promoted a culture of continuous learning through regular workshops, seminars, and training sessions for staff.
- Reviewed and analyzed reports, records and directives to obtain data required for planning department activities.
- Championed process improvement initiatives that led to significant cost savings without compromising on quality standards.
Principal Business Partner, People and Capability Command
Queensland Corrective Services (QCS)
09.2022 - 04.2024
- My secondment role is as the Principal HR Business Partner within the Smart Project. This role has me lead across a significant workforce redesign within Queensland Corrective Services (QCS) Community Corrections command. The role draws on my partnership building and collaborative skills with key stakeholders across internal and external government departments. I review policy and legislation and define processes and strategic initiatives to transform the workforce across Queensland at the front-end delivery of service offerings to support both the Queensland community to remain safe and support offenders in their reintegration. I do this by ensuring we have a skilled workforce who are passionate about the difference they can make to people’s lives.
- During my employment with QLD Corrections, I was seconded into a significant project for Corrections under the Deputy Commissioner, Ursula Roeder. The Community Corrections and Specialist Operations Program Management Office (CCSO PMO) will see over 100 significant projects aligned and sequenced to ensure a positive cultural and change process for the workforce, whilst implementing mandated reforms. To give scale of projects, the new corrective facility built in the Lockey Valley area was one of the 100 projects.
Senior Business Partner, People and Culture QLD
Department of Children Youth Justice and Multicultural Affairs (CYJMA)
11.2019 - 09.2022
- This role has me investigate and support the Senior Executive Operating Officer to manage as appropriate the matters involving subject officers who through assessment of allegations which are deemed corrupt conduct or breach of the Code of Conduct and the Public Service Act. My main client groups are the three Queensland Youth Detention Centres. Along with the discipline matters I work with the three Executive Directors to provide business partnership support for their respective centres.
- I have represented many departments before the Industrial relations Commission and have not had a decision overturned to date. Given my flare for actively progressing investigation and then discipline matters, I successfully closed 170 matters within 8 months. 100 of these were matters referred to the Crime and Corruption Commission (CCC) and some through to Queensland Police Services (QPS). Of the 30 matters before the QIRC or the Supreme Court, the termination decision was never overturned. During the mandatory COVID 19 Vaccination process, I was able to propose a three-step approach to managing more of the complex matters or where special consideration should be considered. This resulted in a two staged approach. Some went to a discipline process, or exception or whereby matters were placed in abeyance whilst further medical evidence was sort. I pride myself in my role as being proactive, outward thinking and innovative in how I present evidence and strategic direction. Business Partnership is a holistic approach not just a function.
- Analyzed program outcomes to identify areas for improvement and drive operational efficiency.
- Mentored junior staff, fostering professional growth and enhancing team capabilities.
- Managed budgets and resources effectively to align with departmental goals and objectives.
- Managed cross-functional teams to deliver high-quality projects on time and within budget.
- Developed and maintained strong relationships with key stakeholders for improved collaboration and strategic alignment.
- Optimized team performance by providing continuous feedback, coaching, and development opportunities.
- Navigated complex legal and regulatory challenges to ensure compliance across all business operations.
- Championed diversity and inclusion efforts, fostering a positive work environment for all employees.
National Human Resource Director (CHRO)
Australian Aged Care Quality Agency
04.2016 - 09.2019
- Drive and implement the transition from a private company of 1800 FTE to a public service agency, implement HR strategies and initiatives that support the quality agency’s objectives and help shape a high-performance culture. Leading a small team to actively engage with the executive team to develop and implement workforce strategies and initiatives with a key emphasis on performance management and return on investment.
- Achievements
- Closed all workers compensation claims which resulted in an annual premium saving of $344K.
- Introduction of early intervention injury management program thus further supporting the proactive ‘we care for our employees’ strategy.
- Build and implement a new performance program, fit for purpose development and reflecting a modern, forward-thinking ecosystem as an organisation supporting the vulnerable and aged.
- Designed and built agency workforce establishment, relevant policies and reporting to support the organisations Australian public service requirements.
- Established a baseline L&D mandatory training program for all agency staff nationally to be completed on commencement of employment with the agency. The program covers two key stages, 1 to 3 months (probation) then 3 to 6 months exploring management and leadership skills and capabilities.
- Established online systems for regular resource intensive processes e.g.: higher duties and recruitment.
- Designed and launched national recruitment drive to support peak period.
Director Human Resources, People & Culture
Ageing, Disabilities & Home Care (ADHC –FACS)
03.2014 - 03.2016
- As Manager of HR, I exercised responsibility in respect of 1200 staff spread over 2 primary locations, Westmead and Rydalmere and numerous disability purpose-built homes across NSW. The staff portfolio covers a mixture of both blue collar and white collar.
- Achievements
- Ongoing project management for the dis-establishment of the Metro Residences entity with responsibility for the multi-staged re-deployment, re-training and assisted placement of existing staff.
- Lead transition project for NDIS and People Centred approach.
- Redeploy displaced staff resulting in only 20 redundancies of a workforce of 1600.
- Work and partner with NGO’s across all sectors, transition, relocation, training, recruitment.
- Manage all HR matters and union negotiations and consultation.
- Manage WHS team and HR Team Support senior executives and management at all levels, including Board and middle management presentations.
- Participating and implementing business planning strategies.
Director Human Resources
Department of Education & Communities NSW
03.2011 - 01.2014
- The Office of Communities (3K FTE) amalgamated with the Department of Education (33K FTE) by the State Government in 2011. The Office of Communities was responsible for the following cluster of agencies. NSW Sport and Recreation, SOPA, key sporting venues, the Commission for Children and Young People and the Children’s Guardian, Volunteering and Youth. It also included new agencies such as Aboriginal Affairs, Veterans’ Affairs and the Community Relations Commission. The Office sits within the Department of Education and Communities, one of nine new cluster departments.
- Achievements
- A key requirement of this role was to support the transition of the organisation to a shared services platform since the government restructure and changes through the machinery of government from 4 April 2011. Focus on performance management and driving capability framework. Ensure teams are solution focused to meet the needs of the client base whilst still showing cost savings by not over staffing.
- HR Management of 3K FTE (OoC) NSW as part of the new NSW Education portfolio of 36K FTE.
- Workforce management.
- Conducted a quality review of all Office of Communities Operational HR functions, identifying opportunities to restructure functions and processes to better deliver the organisation’s strategic objectives and better meet our customers’ needs.
- Support Senior Executives and management at all levels, including appropriate boards.
- Case management of complex and long-term return to work cases, both physical and psychological injuries. Liaising with stakeholders of the return-to-work process to develop and manage effective return to work programs to ensure a safe and durable return to work.
- Planning, development, project management of work with client base to resolve grievances and other sensitive matters.
Director, People Services, Human Resources
Medicare Australia – Department of Human Services
01.2010 - 03.2011
- Responsible for the delivery of the Human Resource Organisation Development strategy, OHS, Workers Compensation & Risk Management, for over 6K FTE within NSW.
- Achievements
- Conducted various investigations associated with employee misdemeanours, code of conduct matters, child protection, staff grievances and protected disclosures, some of which have required court / commission appearances and referral to external authorities. Have appeared on several occasions in tribunal and have extensive experience in producing relevant documentation for counsel.
- Demonstrated high-level ability to provide expert and authoritative strategic policy advice about climate transition to internal and external stakeholders and senior management. Proven team leadership and project management skills.
- Demonstrated high-level written communication skills including proven experience in preparing complex briefing material, policy submissions and associated strategic communications material for senior executives and for Cabinet, Parliamentary and Ministerial processes.
- Designed, developed and implemented change management process for the customer service division for a large-scale organisation.
- In concert with newly appointed CEO, designed and implemented an organisational restructure, focusing on capability development, roles and accountabilities as part of a wider change management program.
- Successful partnership with Centrelink which resulted in a positive transition/merge of two major agencies.
- Development and implementation of the National Learning and Development five-year strategy.
Human Resource Manager – Call Centre Sydney
Commonwealth Bank of Australia
07.1994 - 01.2004
- Taking the Commonwealth Bank from a traditional banking structure and customer base to a new customer outward, forward thinking organisation. Developed Australia wide training from teller to personal lending, Business banking and major CBA Projects all delivered on or before target date and on budget.
- Achievements
- Established the Commonwealth Bank call centre 13221, a first for the CBA and 12mths later established the CBA Home Hotline 13224.
- Resigned the banking environment of 94 branches to the open concept existing today.
- Established the Business Banking graduate program.
- Participated and lead EBA negotiations.
- Led resource allocation strategies to optimize operational efficiency across multiple teams.
- Developed and implemented training programs to enhance team performance and skillsets.
- Coordinated cross-functional projects, ensuring alignment with organizational goals and timelines.
- Analyzed workforce data to identify trends, driving informed decision-making processes.
- Streamlined resource management processes, resulting in improved turnaround times for project deliverables.
Education
Bachelor of Adult Learning - HRD – ER/IR
UTS
01-1999
Skills
- Strong policy and compliance development
- Internal audit and fraud management across QRIDA, Queensland Corrections and Commonwealth Health
- Procurement and financial management
- Board level / Ministerial Reporting
- Experience in whole of government reporting inclusive of estimates and Ministerial and annual reports
- Corporate services leadership of all HR practises for large geographically spread workforce
- Strategic planning and implementation across corporate services
- Strong partnership building and maintaining across all stakeholders
- Leadership development and change management including graduates
- Capability development and enhancement
- Build high performing project teams /boards and executive management mentoring programs
- Program implementation and full 360 resolution and sustainability of return on investment
- Client/stakeholder relationship management aligning people with strategy
- Activities which add value to organisation bottom line, employee objectives and cultural engagement
- Human rights advocacy, inclusion, allowing choice
- Work Health & Safety & HSR Licensed inclusive of Mediation
- PSC Investigations and Ethical Standards, finalisation of Crime and Corruption Commission (CCC) matters
- Building organisational capabilities
- Human resources management
- Workflow management
- Revenue growth
- Strategic partnerships
- Stakeholder management
- Policy development
Certification
Federal Base Line Vetting Clearance – Obtained.
Timeline
Executive Manager, Corporate Governance and Performance
QRIDA
11.2024 - Current
Senior Manager, People and Culture
QRIDA
04.2024 - 11.2024
Principal Business Partner, People and Capability Command
Queensland Corrective Services (QCS)
09.2022 - 04.2024
Senior Business Partner, People and Culture QLD
Department of Children Youth Justice and Multicultural Affairs (CYJMA)
11.2019 - 09.2022
National Human Resource Director (CHRO)
Australian Aged Care Quality Agency
04.2016 - 09.2019
Director Human Resources, People & Culture
Ageing, Disabilities & Home Care (ADHC –FACS)
03.2014 - 03.2016
Director Human Resources
Department of Education & Communities NSW
03.2011 - 01.2014
Director, People Services, Human Resources
Medicare Australia – Department of Human Services
01.2010 - 03.2011
Human Resource Manager – Call Centre Sydney
Commonwealth Bank of Australia
07.1994 - 01.2004
Bachelor of Adult Learning - HRD – ER/IR
UTS