REBECCA WILSON

• Designed and launched an industry-leading Graduate Program with executive stakeholders within a 4-month timeframe. I built a 12-month learning plan, induction week program and EQ learning program, ensuring diverse methods of onboarding, induction, and learning and development pathways.
• Collaborating on internal Senior Leadership Programs with other team members.
• I was instrumental in decision-making and rolling out a new leave type for employees while volunteering in the company's Inclusion and Diversity network.
• Designed and led a strategic communications and action plan to ensure 100% participation in values and culture-driven workshops for a complex and diverse workforce across multiple sites.

FY23 achievement highlights

• Partnered with the executive leadership and DEI teams to leverage quantitative and qualitative DEI (Diversity, Equity & Inclusion) metrics to identify priority areas for establishing goals in the Design Business.
• Re-launched, scaled and managed women's leadership 4-day workshops with an external provider, giving opportunities for 50 participants across AU/NZ/IN to take part. 72% of participants felt empowered to start leadership/growth conversations and apply for internal management opportunities after completing the workshops.
• Drove the growth of the DEI working group membership and engagement by 75%.
• Created a psychologically safe team environment and strong stakeholder partnerships by facilitating workshops around ways of working and how to give feedback. These workshops increased work turnaround by 30% and improved stakeholder communications and relationships by 90%.
• Partnered with the Mentoring lead for Design as part of the refresh of the program for FY24. Gave ideas for changes through a DEI lens and reviewed feedback from mentors and mentees, resulting in further suggested changes. I worked with my team to amplify the new sign-up comms throughout internal networks to attract new participants.

Key Responsibilities

• Led the group through significant organisational changes.
• Regularly met with the Design executive leadership team to discuss group progress, required support, and feedback.
• Researched, reviewed and influenced strategic global DEI external partnership decisions, such as deciding on a new DEI training provider.
• Developed processes, rhythms and rituals to ensure the group's long-term sustainability.
• Built an internal group hub, incorporating accessibility standards.
• Managed DEI working group internal communications and content.

• I partnered with the Head of D&I and contributed to the ANZ team's programs, initiatives, and recruitment partnerships to attract, develop, and retain top talent with a D&I focus.
• One of the key projects I supported was the "Return to Work" program, which was in its pilot year and offered opportunities for people who had been out of the workforce for an extended period, short-term contracts to upskill 20 participants and offer work experience, potentially leading to permanent jobs. Talent Acquisition offered 80% of participants permanent roles. D&I leadership renewed the program for another year due to its success.
• Another pilot initiative I supported was the "Truly Part Time" program, which aimed to amplify and evolve part-time working opportunities for existing employees and transform job roles to fit this model. The goal was to increase part-time work uptake by at least 20% in the first year.
• I supported the ERG groups in developing their strategies and goals, ensuring they linked to the overall ANZ D&I strategy, planning their budget spend and providing continuous communications between the groups regarding each other's strategies.

• Planned and executed a change management program partnering with the communications and leadership teams to facilitate a smooth transition for internationally-managed teams transitioning to team managers based in Sydney. The program included a live event, content, ongoing support and communications between the employees and their managers. Employees successfully transitioned with a 90% employment retention rate.
• Recognised that the business needed to utilise exit interview data to improve employee experience and increase retention. I led the design and launch of a new employee exit program with stakeholders in leadership, HR and craft leaders. The program included a new exit interview survey, manager and employee content, and a new method of submitting feedback with a centralised data collection point. We analysed survey data to increase retention and improve the employee experience. The first-year goal was to review and act on recurring trends for improvement opportunities.
• Managed the end-to-end build of an associated return-to-work program for Parental Leave. Created a new process and developed content that educated and enhanced the return experience for the employee, manager and team members. The result was increased engagement, well-being and productivity for returning parents.
• Led a working group dedicated to forming a company D&I strategy in partnership with the Head of People—co-wrote a recommendation for the CEO and company Board, securing funding for a D&I consultant to help draft the D&I strategy and develop a company action plan.
• Guided policy reviews to promote a D&I approach and balance with competing companies by providing advice and direction on parental leave and employee referrals.
• Developed a global employee wellbeing program and co-wrote wellbeing principles with the communications team. I created content amplifying existing benefits to employees. I researched and submitted suggestions to leadership on suggested new benefits and initiatives, such as subscriptions to the Calm app to improve employee wellbeing and engagement.
• In response to COVID-19, partnered with stakeholders to develop employee engagement principles, encouraging managers and team members to try new async and online social and team interaction ideas, such as video calls, virtual coffee catch-ups and using online whiteboarding tools.
• Increased employee visibility and usage of the Employee Assistance Scheme by creating content communications and working with the provider to ensure equal global employee coverage. The changes led to a higher overall month-on-month use and increased uptake of previously underused offerings.

• Developed and managed an onboarding program for new employees, from accepting a job offer to the 6-month mark, partnering with the Head of Talent. The program involved pre-first day content, first-day tours and welcome morning, an eLearning course, team buddy assignments, events, and a meet and greet with the CEO. The program increased new employee engagement by 50%.
• Successfully planned, launched and managed a gym membership benefit for Sydney-based employees, partnering with the CEO, CFO, Head of People, Legal, and Communications. 90% of employees signed up and utilised the benefit.
• Co-designed and launched a global online eLearning onboarding course for all new employees in collaboration with the eLearning team.
• Developed and ran a successful Lunch and Learn program for employees to upskill in different crafts across the business, partnering with the executive leadership team.

• Partnered with the CEO and finance team to design, implement, and manage a global employee referral scheme. 80 people were successfully hired through the program.
• Successfully onboarded hundreds of new starters in the Sydney head office and improved the HR process with more efficient, automated steps and more touch points with new employees during the process.
• End-to-end recruitment of new talent.