PAUL MOLONEY

Built P&C strategy and function.. Created the Talent Acquisition function. Selected the HR tech stack for; recruitment (ATS), HR (HRIS), payroll and an employee engagement hub (Reward Gateway).

Business grew in 18m from a dozen to over 320 by end 2022. Mix of contractor clinicians and employees. Key business lines in specialist telehealth, NDIS therapists and Aged Care.

Revenue grew tenfold in first year and initial engagement and culture programs have had a positive impact on low turnover compared with industry benchmarks. Business is private equity owned and role reports to CEO and involves Board reporting.

Small boutique HR consultancy that works with SME businesses that don't have internal HR resources. Worked on a number of projects in the short time including recruitment, strategy, engagement and leader coaching.

• TLC Healthcare is a privately owned multi-site Aged Care business.
• Managed a team of 3 HRBPs and 3 HR Admins
• Engaged a Business Analyst to review all tech platforms to improve processes across payroll, recruitment and administration
• Business achieved first employer nationally to have 100% staff vaccination rates due to HR team processes and compliance audits

• The RACGP turns over around $100m and has around 420 employees, 2500 contractors and 42,000 members across every state and territory of Australia
• The core function of a medical college is education and career development for its members
• Various committees work closely with all operational areas at both a state and national board level
• The HR team I managed was 14 at its peak across the full range of HR functions; TA, OD/L&D, BPs, HR Admin
• Areas of activity; performance, workforce planning, industrial relations/employee relations, policy, wellbeing, L&D, safety/OH&S and talent acquisition
• Role reported to the CEO and involved regular board reporting on key HR Strategies and metrics
• The ELT comprised functional areas across Finance, Legal, IT, Media & Comms, Membership, Policy and Education
• Highlights & achievements;
• Led the successful renegotiation of a new EBA in 2018 with the NTEU
• Improved culture survey results using the Human Synergistics diagnostic (OCI.OEI alongside LSI and LI testing) across two periods from 2018 to 2020 by around 5%
• Built new TA function internally to add value to a high-touch service that saved over $680k p.a
• Over last two years and reduced average time to hire from 81 days to 35
• Strategically managed numerous change programs that involved restructures
• Managed the creation of the Employee Value Proposition video and careers page in 2019 that materially aided the quality of candidate attraction

• Human Resources & Safety greater group, Greater Group is a global design retail consultancy with 9 international offices across Australia, Auckland, Hong Kong, Shanghai, Singapore and Indonesia
• Reveune turning over approx $60m
• The role was to establish the HR function and focused on strategy, policy and systems in all areas including; recruitment, talent management, rem & benefits, workforce planning
• Implemented a new HRIS (ConnX), new Safety Management System, employment contract templates, Policies
• Induction programs embedded into new staff onboarding.

• The PGA of Australia is the peak member association for all professional golfers
• After the amalgamation of PGA Tour occurred, the PGA moved from Sydney to Melbourne and I commenced in the newly created position
• There were around 90 staff and 2800 members turning over approx $35m
• The PGA operated two wholly owned RTOS; one for the
• Trainees and the other called PGA International Golf Institute
• Key responsibilities and function was to manage all internal HR matters whilst externally providing support and education to members
• The position partnered with over 650 retail and operational facilities around Australia where
• PGA members were tenured
• The role worked closely with Golf Australia, GMA and AGCSA to ensure delivery of strategic programs and benefits to members using digital platforms
• My role developed mutually beneficial relationships with relevant leaders across the industry ranging from members, club managers, facility managers, boards and government as well as the broader golf business community.

Executive recruitment at three different consulting organisations. One privately owned Australian business, another a global NYSE listed business and another ASX listed diversified recruitment business.

Worked in commercial, finance and for C-suite roles across various industries ranging from: industrial, manufacturing, mining, FMCG, retail and sport.