Lynda Francis

My role is to recruit for the Place-based portfolio, nationally. The Place-based portfolio saw me recruiting our front facing customer support teams, Asset and Maintenance, Investment and Planning, right up to Regional Directors and Deputy Chief Executive office staff.

Responsibilities

• End to end recruitment - advertising, screening, interviewing and offers.
• Run a fair and transparent recruitment process
• Quarterly reporting on recruitment hires to DCE's
• Talent sourcing hard to fill roles
• Advise People Leader's on Best Practice recruitment
• Mitigate risk through robust practices around policy, legislation and pre-employment checks
• Partner with the People Partner team in workforce planning
• Project work to continue to grow the capabilities of our practice and People Leaders knowledge

Working in a variety of organisations to help with recruitment and talent advisory. My placements include Ryman Healthcare seeing me recruit for the IT team and Stepping Stone Trust, a Community Mental Health Recovery service.

My role was to lead the team that recruit nationally for DOC. Lead through the implementation of an internal recruitment team scattered throughout New Zealand.

Responsibilities:

• Implement a new internal recruitment function.
• Manage a team of 6 Recruitment Specialists in a dispersed national team.
• Support the team in understanding the Public Service and Machinery of Government.
• Upskilling on market trends in a labour short market – how we continue to attract and retain staff.
• Support the team with division of workloads.
• Produce Recruitment Guidelines and training documents.
• Strategically plan, in collaboration with the services, to future proof our workforce.
• Strategically work with external stakeholders to increase our diversity and inclusion offering.
• Monitor and work to improve candidate care.
• Recruitment and retention of staff within the recruitment team.
• Talent sourcing and recruitment of DOC staff from Ranger’s through to Directors.
• Annual Performance and Development plans.
• Understanding of Immigration.

The leadership of the recruitment team consisting of Recruitment Advisors and Recruitment Coordinators across Canterbury District Health Board and the West Coast District Health Board. The team were responsible for hiring both clinical and non-clinical employees. Support the team through COVID with the increased need for specialised staffing needs across the DHB’s.

Responsibilities:

• Manage a team of 11 Recruitment Specialists/Recruitment Coordinators (2850 approx placements per year)
• Manager a team of 4 HR administrators.
• Support the team with division of workloads
• Produce Recruitment Guidelines and training documents
• Strategically plan, in collaboration with the services, to future proof our workforce
• Marketing and event planning
• Monitor and work to improve candidate care
• Recruitment and retention of staff within the recruitment team
• Recruitment of staff into the Allied portfolio, People & Capability and the West Coast DHB
• Running Assessment Centres for large recruitment campaigns
• Annual Performance and Development plans

My role with the NZDF was to implement the change of a centralised recruitment model and take it out to the regions. This also involved managing a team of Candidate Engagement Facilitators to work with a uniformed recruitment team to recruit applicants across the Air Force, Army and Navy.

Responsibilities

• Managing a team of 3 Candidate Engagement Facilitators
• Identifying positive areas of change working with regional teams
• Continual improvement with Standard Operating Procedures
• Running a candidate base of future proof the NZDF workforce
• Managing Tri-Service intakes involving the national engagement team
• Recruitment and retention of staff
• Annual Performance and Development plans

My role was to manage, schedule, roster, and resource a team of First Aid Tutors across the South Island. We delivered training from simple CPR courses up to training GP’s and private hospital staff on Level 5 Resuscitation.

Responsibilities

• Managing a team of 35 direct reports, consisting of 2 Team Leaders, 3 Administrators and 30 Tutors across the South Island.
• Schedule, roster and manage delivery of public First Aid courses.
• Forecast & Maintain the South Island departmental financial budget
• Coach and develop staff to keep up with NZQA compliance
• Performance management and coaching
• Encourage new initiatives with the team
• Conflict management and resolution amongst direct reports
• Empower and support staff through constant change
• Recruitment and retention of staff
• Annual Performance and Development plans

Field Force Team Leader

My role with St John was to lead the South Island Medical Alarm team. Their roles are to install, troubleshoot, maintain the equipment and promote the services of St John.

Responsibilities:

• Managing 23 direct reports
• Maintain the South Island P&L and keep within budget
• Set sales targets and KPI’s for 8 territories
• Performance management and coaching
• Encourage new initiatives with the team
• Conflict management and resolution amongst direct reports
• Empower and support staff through constant change
• Recruitment and retention of staff
• Annual Performance and Development plans

My role with Air New Zealand was management, operations and customer service focused, working in a busy, time pressured shift environment.

Responsibilities:

• Managing 22 direct reports
• Quarterly one-on-one’s with direct reports followed up by an annual performance based reviews
• Performance management and coaching
• Managing 190 customer service agents in the ground operation, daily
• On-Time-Performance of aircraft out of the Christchurch base
• Project managing the Health & Safety portfolio for Passenger Services at Christchurch Airport
• Dealing with staff and passengers in crisis times, ie earthquake, snow, ash cloud.
• Empower and support the staff with their role as customer service agents
• Maintain and update Standard Operating Procedures and international requirements for documentation to travel
• Monitor the levels of staff, sickness, and overtime hours
• Recruitment and retention of staff
• Conflict Management and negotiating with disrupted passengers
• Problem solving and supporting staff with passengers who have had disrupted flights

My role at TMP Worldwide was the amalgamation of sales, account management and the management of the staff and office. At TMP we supported our clients with recruitment advertising, employment branding, retention programmes, design and internet presence.

Responsibilities:

• Daily management of staff
• Development and training of products and services
• Corporate account management
• New business and up-selling of services to clients
• Sales targets, projections and reporting
• Tender documents, quoting and scheduling.
• Time critical deadlines
• Power points presentation and pitches to clients
• HR processes and systems within company policy
• Management and running of an office.
• Planning and execution of HR events with clients