Robyn McLeod

Over the last three year period I have been seconded from the Quality Consultant role back into the People and Capability (P&C) team.

Key Responsibilities and Achievements:

• Developing, launching the DCC Organisation Development Programme (ODP), and working as Workstream Lead within the programme.
• Leading the co-design processes for the redesign of the DCC organisation values.
• Designing, implementing and reviewing the DCC Flexible Working policy.
• Leading the development and implementation of a new Code of Staff Conduct.
• Leading the development of the DCC Competency Framework and Performance Evaluation processes.
• Managing the process for the recruitment of the new Head of People and Capability (P&C), and coaching and supporting the Acting Head of P&C for 18 months, mainly on technical HR matters, including employment relations, team management and OD work.
• Undertaking investigations, managing an employee relations workload to assist the P&C team, including the coaching of managers, advising on restructures and undertaking mediations.

Key Responsibilities and achievements:

• Redesigning the shape and outputs required of the HR (Now P&C) team to deliver more effective service to the DCC, by growing the capability of the HR team, and introducing a business partnership model, from what had been primarily a largely administrative function.
• Successfully advocating for the development of a stronger "people infrastructure" within the DCC through frameworks and systems (now the OD Programme of work)to the Executive team so that HR could become a stronger 'enabling' function.
• Developing and supporting more trusting, positive relationships with the PSA and AWUNZ resulting in a shift from annual collective bargaining to 3 yearly collective bargaining, resulting in greater surety around projected staff costs and a reduced bargaining workload for the HR staff annually.
• Initiating the procurement of a new recruitment platform, enabling a better candidate experience, greater efficiency for recruiting managers and a less manual process for the HR Operations team.
• Enhancing HR internal stakeholder relationships and building an in depth understanding of the diversity of the services the DCC provides to the community and associated financial and management challenges, through membership on the Senior Leadership Team, along with attendance at Executive Team meetings to provide strategic HR direction.
• Spearheaded the transition of all staff to remote work and assisted with community support during the global health crisis - initially the Covid Management team comprised two Executive team members, a union delegate and myself, but eventually built to a team of 12 as the health crisis deepened and the community needs grew.
• Introducing Leadership Forum, a quarterly gathering of all people managers within DCC (135 x level 2,3 and 4 managers) to introduce new people initiatives, encourage co-design/problem solving activities, and build cross functional relationships between departmental managers.
• Together with the H&S Manager, building a strong relationship between the HR and H&S teams, to ensure strong alignment between HR and H&S activities and initiatives, and to model cross functional collaboration.
• Working closely with the CEO to restructure the ELT team to create a stronger, more cohesive team at the Executive table
• Together with my team, implementing a stronger coaching and enabling approach with Managers, to encourage a more positive and transparent context for people management
• Developing a more 'manager led' approach to reward and recognition though incorporation of collateral to develop organisational values into behavioural drivers.
• Increasing the involvement of union delegates in the development of the DCC' s approach to dealing with ER issues and people management outside of the collective bargaining process.

Undertook training design and facilitation, provided employee relations advice, delivered organisational design and restructures, managed recruitment processes, facilitated strategic planning sessions and undertook acting HR Management roles for a range of different organisations for 9 years whilst raising my young family.

Key Responsibilities and achievements:

• University of Otago

- Strategic Planning workshops IT Division

-Advice to Director IT Division regarding management ER Issues

-Strategic Planning - Office for Maori Development

Restructure advice and restructure support for University Libraries

- Stress Management workshops for University Libraries

- Undertaking restructures - Health Sciences division

- Managing ER issues - Health Sciences Division

Acting Divisional HR Manager twice when recuritment was being undertaken to fill the role permanently

- Management of Campus Temps (internal temporary staff supply) for several months while a permanent manager was recruited

• Southern District Health Board

- 9 month contract building a joint recruitment function between Southern and Otago District Health boards pre amalgamation into Southern District Health Board

- Part time contract to provide general ER advice

• Free Spirit training and Development, Dunedin

- Contract design and delivery of training courses on Workforce planning, Leadership Development, and customer series training to government departments in Samoa and the Solomon Islands, over a 5 year period

• Dunedin City Council

- Design and implementation of communication of outcomes of the new Staff Engagement survey and ways to address those outcomes to embed change

-Design and facilitation of stress management workshops for Customer Service staff.

The Health Sciences Division (HSD) is the flagship division of the University of Otago, with medical schools in Dunedin, Christchurch and Wellington. I managed a team of 6 across those sites.

Key Responsibilities and achievements:

• Developed the capability of my direct reports within the HSD HR team.
• Oversight and management of all HR/ER/Recruitment activities within the Division.
• Membership of the senior management team within the overall HR Directorate.
• Worked closely with the HSD Pro-Vice Chancellor and the Heads of the three medical schools to understand strategic direction and advise on resulting change management requirements.
• Developed strong union relationships
• Building stakeholder relationships between the University of Otago and the associated District Health Boards to create a stronger enabling environment regarding shared Joint Clinical staff that work for both the University (research and teaching) and the associated DHB's (clinical workload).

• Delivered results on HR Consulting projects with, and for, Deloitte clients and stakeholders.
• Met and exceeded budgetary targets for the HR Consulting team for Deloitte Dunedin.
• Increased the profile of Deloitte HR Consulting team within Dunedin.
• Built strong internal relationships within the Deloitte Dunedin team and worked with other departments to deliver multi-profession approaches to client issues.

At the time I worked for New Zealand Guardian Trust (NZGT), a Financial Services organisation, based in Auckland, there were approximately 400 employees across 8 branches nationwide. I worked directly to the Managing Director and was a member of the Executive Leadership Team. I managed a team of 3.

Key responsibilities and achievements:

• Developed a new induction Program,me for staff
• Developed and implemented the Fish! customer service strategy
• Developed a new remuneration and reward strategy based on FISH! values
• Managed the general HR functions including recruitment, L&D, ER, and remuneration.