Mark Herbert

Amaroo is an Aged Care provider that supports residents to live their best lives by providing Independent Living, At-home care and Residential Care options.

The General Manager People & Culture is responsible for the people function of the business including delivery of both strategic and operational HR. This includes organisational priorities of Organisational Culture, Organisational Development, Leadership capability, Systems and Process improvement, Employee Engagement and Change Management.

Achievements

· Transformed the People & Culture function and reputation by creating an internal customer service focus in delivery of services to all staff

· Utilised existing technology to create a quasi HRMS for storage of P&C employee information and the automation of compliance documentation notifications resulting in a cost saving of $100k in migration/implementation costs and $50k pa in ongoing licensing costs

· Actively coached, mentored and influenced both the Executive Management Team and Senior Management group to adopt a more people centred approach to leadership leading to a reduction in annual turnover of 30%

· Implemented a continuous improvement focus to the function resulting in significant time and cost savings to enable a focus on ‘value add’ activities

· Created an induction process for new starters and a new onboarding process to improve both new starter experience and also compliance outcomes

· Sourced and implemented a new Staff Engagement tool and delivered the first Employee Engagement survey

· Identified leave liability issue and worked with leaders to work towards reducing leave liability by 10% over a 12 month period

Leadership & Change Solutions is a specialised consulting firm providing bespoke transformation and change services through human-centred solutions. As a partner, leveraged extensive local and international experience to craft, design, and deliver solutions in key areas like Transformation & Mergers, Culture, Change Management, Leadership, Coaching, Communication, and Leadership Capability.

· Facilitation & Training Delivery: Responsible for input into design, facilitation and delivery of a Leadership Development program over 15 months resulting in a significant improvement in engagement levels and significant reduction in turnover

· Operational Efficiency: Worked with the organisation to map key activities using a lean methodology to identify waste and realise real cost benefits

· Organisation transformation: Worked with the organisation to re-design both its structure and operations to right size the business for future growth, resulting in significant operational efficiencies and cost reduction.

· Culture & Change Management: Responsible for delivery of an adaptive, performance-driven culture by implementing continuous improvement and change management strategies to foster innovation.

· Leadership & Coaching: Provided individualised leadership and coaching programs that fosters personal growth in senior leaders resulting in significant improvement in staff engagement, turnover and project delivery

· Communication & Leadership Capability: Craft & implement strategic communication plans that drive stakeholder engagement, & fortify leadership capability through targeted development initiatives, enhancing organisation-wide performance & productivity.

Western Power is a Western Australian State Government owned corporation responsible for building, maintaining and operating an electricity network that connects over 2.3 million customers to traditional and renewable energy sources, delivering an essential service to the community.

Initially engaged to undertake a period of relief in a Senior Leadership role as WP undertook a formal recruitment process.

I was then engaged as a Change Consultant on a number of change projects, responsible for stakeholder engagement, change and comms plans and content delivery.

Achievements

· Manager People & Performance: Effectively ran the function for a period of 4 months in the service delivery of the People & Performance function including IR, ER, and HR Business Partners. During this appointment I was able to transform the function to be more service focused and provide operational and strategic thinking into decisions.

· Change Management: Responsible for the development and delivery of all change management artifacts and activities associated with the Dept relocation of a floor of Head Office including stakeholder engagement, change impact assessments and communication development and delivery resulting in a successful move.

Responsible for all change management aspects of the amalgamation of 5 satellite sites into a single South Metro Depot relocation resulting in as successful relocation of 900 staff, realisation of benefits and improved staff engagement.

Responsible for all change management aspects of the Driver Fatigue Systems project and development and delivery of the Physical Security change management strategy and the development of the Security cultural development programme.

P&N Bank and bcu credit union embarked on a transformative merger, aiming to form a national multi-brand organisation.

• Responsible for the design and implementation of a number of people related initiatives including the renegotiation of an expired Enterprise Agreement, delivery of a revised staff incentive scheme and the migration of two disparate payroll solutions into a single solution

• Directed a high-performance change management team, executing all change-related activities associated with the merger including stakeholder engagement, change impact and readiness assessment, and maneuvering individuals, teams, and leaders through the profound change tied to the mergers integration program.
• Conceived, advanced, and delivered the organisational change strategy and plan, along with training and communications associated with the integration, as well as comprehensive change impact and readiness assessments.

• Successfully delivered all HR-related integration activities, ensuring seamless transition and alignment of org structures, adherence to legislative mandates, system configuration, and strategic planning for the first 90 days of integration.

• Led the development and implementation of the organisation's HR strategy and annual HR business plan, effectively managing and optimizing budget allocations, resulting in enhanced HR efficiency and cost-effectiveness.
• Advocated for a healthier workplace environment by developing and implementing a comprehensive Mental Health & Wellbeing strategy; boosted overall employee morale and productivity.
• Raised risk awareness across retail network, leading to successful completion of Risk Control Self-Assessment (RCSA), Business Impact Assessment (BIA), and Business Continuity Planning (BCP), thereby reducing operational risks.
• Steered change management plans and activities linked with major projects; resulted in successful implementations, such as Enterprise Agreement 2017, cultural transformation program, and performance scorecards.
• Provided extensive coaching at all levels of the organisation, leading to improved engagement, reduced people-related issues, and a more cohesive workforce.
• Oversaw high-stakes projects, including Enterprise Agreement 2017, HRIS replacement, referral system, and reporting upgrade, driving successful outcomes and operational enhancements.
• Crafted and launched a performance incentive scheme for 200+ retail staff, fostering a performance-driven culture and boosting staff morale and productivity.
• Successfully led the negotiation of the aged Enterprise Agreement, with strategic approach leading to a 90% vote participation and an impressive 99% 'yes' vote, fostering greater employee satisfaction.
• Demonstrated exceptional leadership, winning the prestigious 2017 Annual Leadership Award and the 2015 Quarterly Leadership Award, affirming dedication to organisational success.

Process Improvement Leadership: Championed the design and implementation of refined processes and procedures for frontline users, cultivating a strong risk culture and realising financial savings in excess of $50k annually.

• Championed the design and implementation of refined processes and procedures for frontline users, cultivating a strong risk culture and realizing financial savings in excess of $50k annually.

• Steered a pivotal shift from a service-based to a sales and service-focused model for the frontline sales force as part of the transformative 'Fit for the Future' project.
• Led the delivery and embedding of a new organisational Value Proposition across all frontline staff, reinforcing our mission and boosting employee alignment.
• Recommended and implemented crucial changes to LSL Policy, resulting in annual cost savings of $400k and potential savings of $2m over a 5-year period.
• Successfully rolled out enhanced functionality for Referral System to 170 staff, designed new performance scorecards for 20 job roles, and delivered MVP programme to the retail network.

• Orchestrated development of a Business Case and managed replacement of two HRIS systems with a single HRMS solution.
• Developed and executed the organisation's Talent Management Strategy and Succession Planning process, including bi-annual management assessments.
• Spearheaded transition to paperless HR files and digital recruitment strategy, modernizing HR practices.
• Maintained staff engagement results above 80%, placing organisation in top 10th percentile.
• Managed the revamp of the organisation's recognition program from 'Horizons' to 'Heroes', and implemented an 'Appreciate' web-based R&R portal.
• Redesigned the organisational performance management system, including the development of an interim solution as part of a transformation to an online solution.
• Delivered multiple high-stakes projects, including the tender and project/change management of a new HRIS, LMS, Performance Management tool, and EAP provider, improving operational efficiency.
• Effectively managed organisational restructures, including preparation of key documents, facilitating discussions, and managing re-deployment, outplacement, and redundancies.
• Rolled out new organisational values matrix & interim performance management tools, enhancing mission-driven culture.
• Conducted 360-degree feedback for all organisational leaders using the Human Synergistics 360 LSI tool, leading to improved constructive competencies within the management group.
• Led the design and delivery of comprehensive Org Development learning, including Leadership and Soft Skill capability training.
• Completed all organisational disputes and investigations with zero escalation of complaints to parties outside the organisation.
• Recognized for exceptional leadership, winning the esteemed P&N 2011 Annual Leadership Award.