Katie Jarvis

The focus of this role is to align organisational Culture, Leadership and Capability to Strategy through effective leadership of a high performing Learning and Organisational Development centre of expertise.

Key activities to date include:

• Brought two functions together into one integrated L&OD powerhouse aligned through shared vision, strategy and outcomes.
• Shaped the organisational strategic priority - Pou herenga tangata (Culture and leadership) and developed the roadmap to achieve it.
• Enabled the organisation to define and establish the desired future culture.
• Developed and implemented Pā harakeke - a capability framework including Leadership, Common and Technical capabilities.
• Reset what good leadership looks like through a renewed focus on the fundamentals of leadership and management.
• Delivery and evolution of the diversity and inclusion strategy and roadmap.
• Engaging with and influencing others at senior and executive level.
• Supporting change management of varying scope and type.

The primary responsibilities of this role were to lead the Learning and Development (and later the Organisational Development teams) to enable employee capability, culture and growth in order to achieve strategic goals. Key achievements included:

• Led the development of the vision and strategy to evolve the learning culture at FMG whilst developing an engaged and high performing team.
• Developed and rolled out a leadership development framework with integrated tools and development programmes.
• Established evaluation framework and reporting to analyse the impact of learning.
• Introduced and embedded Clifton Strengths.
• Developed and implemented a mandatory learning framework
• Facilitated successful cross-functional collaborations for the completion of key projects, fostering strong working relationships among team members.
• Initiated and led the development of the organisations first diversity, equity and inclusion roadmap.
• Helped the organisation explore the opportunity to embrace Te tiriti o waitangi, te ao māori and te reo.
• Winner of the Gallup excellent workplaces award.

I led my team with vision and energy, empowering them to build our brand, influence the learning culture and enable business outcomes through the provision of L&D advisory services along with design and development of innovative, modern learning solutions. Responsibilities included:

• Leading a high performing national L&D team of 20 (Team Leader, Instructional Designers, Senior Advisor and Advisors, Admin).
• Setting the Strategic direction for the Influencing business stakeholders at all levels through genuine partnership, and purposeful communication and engagement .
• Building and managing effective & meaningful broader stakeholder relationships.
• Ensuring L&D investment supports local needs and contributes to national outcomes.
• Demonstrating L&D value through evaluation and reporting.
• Contributing to the realisation of the overarching IR L&D Strategy.

The Operations Management project team was responsible for rolling out Active Operations Management (AOM) across Customer Services.

Main responsibilities:

• Key stakeholder communication and engagement.
• Change leadership.
• External relationship management (AOM consultants).

This change programme positioned Inland Revenue for the future through centralisation of electronic work from the medium regional sites and changed the size and nature of the Inland Revenue presence in those sites.

Main responsibilities:

• Implementation of the people change process in the affected sites.
• Leading the transition teams (65 people across three sites) through a 12 month period of transition at the end of which they were exiting the organization through redundancy.
• Maintaining team productivity and delivery during the 12 month transition state.
• Collaboration with Human Resources to support the teams through transition and redundancy.

This change programme was around centralisation of electronic work from Inland Revenue's three smallest regional sites and a change to the size and nature of the Inland Revenue presence in those sites.

Main responsibilities:

Implementation of the people change process across the three sites, Gisborne, Greymouth and Timaru.

Main responsibilities:

• Team Leadership.
• Managing external community relationships.
• Oversight of business initiatives. Collaboration with other community and government agencies as part of the crisis response to the Canterbury earthquake and Pike River mine disaster.