Sherry Dossman

• Drive and support successful transition and implementation of Te Uepū Matihiko (Digital/IT Group) to new Digital Operating Model using industry-level change methodologies.
• Drive design, create the transition plan, and support the successful transition for the functional design and structure of the TPHM integrated strategy, planning, performance management and advisory function wit Business Services.
• Manage the full alignment and adoption of the Product and Practice Model by the Digital Solution Support engineers, system and database administrators.
• Establish foundational documents that bring to life how work is delivered through the new operating model.
• Coach and support the CDO and SLT in their leadership of the Digital Group through all transition activities and ensure there is an effective communications plan in place.
• Establish a small transition leadership group containing representatives of key stakeholders and SME's to inform and support the transition plan.
• Ensure the development and implementation of an agreed stakeholder engagement plan through the transition to manage expectations and strengthen partnerships.
• Oversee implementation strategies and maintain the drive for change through setting key milestones and targets and communicating these throughout the business.
• Provide reports and updates to the Digital Transformation Board and outline any critical risks and milestones.

(Public service department of New Zealand charged with overseeing the NZ education system. Te Pou Hanganga, Matihiko is the Infrastructure and Digital group within the Ministry and employs ~1,000 people to ensure fair and equitable outcomes for all akonga and their whanau in the school system )

Reporting to the General Manager, Business Services for Te Pou Hanganga, Matihiko. Initiate and implement workforce development strategies, programmes and initiatives including areas of leadership in operational workforce change management support, learning and development, workforce planning and reporting, culture and values and the customer experience. Working closely with the Ministry People Capability and Maori Cultural teams to support capability building and development across Te Pou Hanganga, Matihiko with wide MOE people programmes of induction, leadership training, and cultural activities around Maori and Pasifika capability uplift.

Created Business Change Readiness model and toolkits based on industry-level best practices and adopted widely across Change stakeholders within the Ministry. Model and toolkits include High-impact Analysis, Change Coalition, an avenue to teach and share change methodologies via Change Ambassadors, and easy-to-use templates that align with programme/project principles from PMI.

Designed a revised Induction pathway pulling together MOE, TPHM and Business group requirements that flow easily and use online learning via Ako LMS.

(Global passenger and cargo airline company with 12,500+ employees in 18 countries generating $5.5 billion annually.)

Reporting to General Manager, Chief Learning Officer. Led Global Delivery Facilitation team with 14 direct reports and a full team of 75 trainers/facilitators.

Partner with key business stakeholders to transition and integrate the business of AirNZ Academy of Learning from face-to-face instruction to an online, virtual, training delivery model and methods . Integrate centralised digital learning and multi-modal facilitation methods using Bersin's Hi-Impact Learning Organisation model. Created centralised, delivery organisation team for highly-regulated EASA, CAANZ and CASA aviation audiences of Engineering & Maintenance, Cabin Crew, Ground Operations and Contact Centre.

STRATEGY: Measurably stimulate and enhance learning and business impact via technology in traditional (face-to-face), hybrid, online learning environments critical to upskill and cross skill employees.

RESULTS:

• Transformed a 100% instructor-led facilitation method to a 60% instructor-led / 40% virtual instructor-led (VILT) method in pre-COVID climate.
• $10-11M Budget: Reduced operational spend/costs within 9 months by ~$1.0M (pre-COVID)
• Drove innovation and best in class learning practices while ensuring strong governance and standardisation under regulatory requirements
• Introduced E-exams via Net Dimension to reduce a paper exam legacy system.
• Deployed VR Technology in Ground Operations, cutting training time by 25+%.
• Reduced Cabin Crew induction "footprint" by 60%.
• Centralised shared-services, facilitation processes between three schools via consultation process.

• Designed two (2) transformational, organisational structure changes.
• Certified 78% of training team in Association Talent Development (ATD) Advanced Facilitating Virtual Training.
• Center of Excellence: Virtual instruction led delivery (VILT) model initiated using AdobeConnect and MS Teams.
• Integrated LinkedIn Learning and ATD online courseware to upskill team in L&D competencies.
• Introduced Kirkpatrick's Evaluation Model.
• Introduced Performance Skill Coach roles for front-line performance gaps and skills matrices.

Completed curricula in Paralegal Studies at University of Texas, Austin and Gerontology at University of Southern California-Davis while attending to life qualities for elderly parents.

(Multinational computer technology company with 100,000+ employees generating $63 billion annually)

During tenure at Dell, held several leadership positions in Learning & Development and Human Resources, promotions awarded in upward role movement overseeing people and talent:

Director, Learning: Global Content Analysis and Development from 2013 July - 2015 July

Senior Manager, Global L&D Operations from

Talent Performance Senior Consultant with Global Services Group

Senior Manager, E-Learning Content Development & Delivery 2006 Sept - 2008 Dec

Senior HR Manager, Global Enterprise and Client Services (Call Centres) 2005 July - 2006 Sept

Senior HR Business Partner, Dell Managed Services 2004 May - 2005 June

Director, Learning: Global Content Analysis and Development

Last position held with Dell, reported to Vice President, Global Dell Learning and led a team of 30 instructional designers and e-Learning developers.

STRATEGY: Strategic, tactical and operational leadership to enhance organisational effectiveness through aligning business goals and human talent, employee development and learning strategies for better retention and engagement of 2,000+ employee Enterprise/Client call centre organisation.

RESULTS:

• “Right time, right place, right price” talent and learning interventions for globalised learning model. Cultivated and managed 100+ relationships through highly-matrixed organisations. Created 35+ learning paths accompanied by career paths instituted for technical call centre employees, program managers, Technical Account Managers, and manufacturing employees.

• Collaborated with leaders, HR colleagues and global L&D partners to develop and execute plans to design, build and grow high-performing work teams.

• Instituted global instructional design and eLearning development teams to showcase innovative end-to-end training solutions for global support customers.

Global Learning Expertise: Cross-cultural management of instructional designers, curriculum developers to produce eLearning, instructor-led, virtual instructor-led and blended courses increasing global reach to 150 countries and 60k+ employees.

Organisational Development Best Practices: Fifteen (15) onboarding and retention programs for new hires and newly acquired employees due to merger and acquisition activities within Dell.

Curricula Design & Development: Restructured and implementedGlobal Services College online program with revised scope, content and LMS capabilities.

$35 Million Forecast and Spend Budget: Quarterly forecast & budget within +/- 1% for 6 consecutive quarters.

Won two internal Dell Gold and Silver Employee awards for onboarding/new hire programs for Global Enterprise and Client Call Queues.

Reporting to Vice President, Human Resources and Golden Valley Plant Manager

STRATEGY: Re-align and engage positive employee relation strategy, grievance procedures, compliance and adherence with newly, introduced People mission, plant reorganisation and financial growth plan. Direct HR team (3 employees) for employee and industrial relations teams for unionized (Teamster) operations with 900 employees at Golden Valley, MN facility. Day-to-day coaching and interlock practices of HR Operations, Plant Leadership and Union Leadership teams. Established and encouraged viable partnerships between all three teams.

RESULTS:

• Human Capital/Workforce Planning: Created capacity planning schemes for eventual plant-closing procedures. Managed manpower planning and reorganization strategies to include early retirement and outplacement programs for affected employees.

• Complex Change Management with Process Improvement: Designed and negotiated 13 new work rules in legacy work environment.

(Global automotive/chemical subsidiary manufacturing plant for environmental auto and motorcycle catalysts with 1,200+ employees in 7 countries generating $57 million annually)

Started as HR Manager reporting to Director, Human Resources of a joint-venture chemical/automotive plant between AlliedSignal and General Motors. After divestiture of AlliedSignal and acquisition of plant by Delphi Automotive (General Motors), promoted to Director, Human Resources reporting to Senior Vice President, Human Resources (based in Detroit) with Delphi Automotive.

STRATEGY: Global Plant HR Leader for wholly-owned subsidiary of Delphi Automotive. Lead HR divestiture and acquisition activities during General Motors and Delphi integrations by implementing new strategic HR and plant initiatives, international human resources sites, positive employment & industrial relationships, and new company benefit programs in a 9-month quick plan.

RESULTS:

• Organisational Development: Lead HR team through major re-engineering of overall plant operations, where related to employees and training. Re-designed 57 job roles with learning and career pathways for future leadership succession.
• Consulting & Coaching: Co-wrote and negotiated first labor white paper with the United Auto/Airline Workers (UAW) in the history of Delphi Automotive without incident or unfair labor practices (ULP).

• Cost Modeling: Created first financial and ROI costs models to quantify HR directed and variable costs for upcoming negotiations.

• Safety, Security and Regulatory: Lead overall safety and security policies and governance for plant, where related to employees and training. Co-lead with Plant Manager and Senior Regulatory Coordinator regulatory governance regarding chemical and manufacturing processes and federal and ISO requirements.