jane morgan - resume
TRANSCRIPT
JANE MORGAN
RESUME
Jane MORGAN 0414 671 916
34 Stirling St, Enoggera QLD 4051
CAREER SUMMARY
As an innovative and strong executive leader, I am dedicated to making a real difference in how
organisation’s realise the full potential and talent of their people, connecting them together to
achieve business goals. I have a proven track record in Talent Management and organisation
development, bringing 30 years of experience, hard won insights and a passion for drawing out
the best in people. This has required continual rethinking about what is possible in the midst of
complex and inevitable change.
The following are my six key areas of expertise:
1. Extensive experience and demonstrated leadership in Talent Management
2. Recognised success in transforming performance
3. Effective influencer and coach based on trusted relationships and courageous
conversations
4. Application of a systems thinking perspective to complex environments
5. Reputation for practical innovation and continuous improvement
6. Champion for Equity and Diversity.
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EMPLOYMENT HISTORY - RECENT
Brisbane City Council 1999 - 2015
Brisbane is one of the fastest growing regions in Australia, with a metropolitan economy of
$135 billion accounting for almost half (48 per cent) of Queensland’s economic output and
nine per cent of Australia’s as a whole.
Brisbane City Council is Australia’s largest local government delivering the full spectrum of
services to the Brisbane community from “roads, rates and rubbish” to bus and ferry
transport, libraries, diverse community services, economic development, environmental
management, city planning. Council manages an annual expenditure of $2.9 billion and
$22.2 billion in assets with a strong credit rating. Services are delivered by 7,500 full time
equivalent employees in more than 200 different occupations.
Organisational Capability and Talent Management Manager,
Human Resource Branch 2010 - May 2015
Key Responsibilities:
• Strategic lead and Process Owner for all aspects of Talent Management in Council,
including developing the 10 year Talent Management Strategy and implementing the
subsequent action plans. The areas covered under this integrated Strategy were:
− Workforce Planning
− Job Architecture
− Talent Acquisition
− Onboarding, Induction and Probation
− Performance Leadership
− Capability Development
− Succession Management
− Career Management
− Separation and Exit.
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• Process Owner for all elements of Talent Management during procurement, design, build
and implementation of an integrated SAP (Finance, Payroll, Procurement, Assets and
Works, Human Resources) with associated business procedures/processes (3 year
period).
Key responsibilities were:
− set the strategic direction
− negotiate the required functionality in SAP
− implement the extensive Talent Management components of SAP
− establish business procedures/processes and detailed self-service resources,
− provide training
− lead the significant change process in partnership with business areas.
• To complete the project, manage the post Go Live period for Talent Management and the
transition to “business as usual”, leading a team of Talent Management Process
Managers.
• Executive responsible in Council for Equity and Diversity (including employment initiatives
and Talent Pools).
• Executive responsible for management of Council’s apprenticeship and graduate/cadet
program and building key Talent Pathways.
• Executive responsible for tailored change support for individuals and work groups during
the 5 year Transformation agenda for Council.
Key Achievements:
• Established 10 year Talent Management Strategy and related Maturity Matrix model for
Council.
• Successfully designed, implemented and embedded the Talent Management components
of the new integrated SAP system and related business procedures/processes.
• Established comprehensive Capability Framework for team leaders, managers and
executives and provided an extensive range of training and development products for
team leaders and managers to build these capabilities.
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• Influenced the Executive Management Team to prioritise and adopt Performance
Leadership as key enabler of productivity and effective cultural transformation based on a
compelling business case. Supported managers execute their performance leadership
responsibilities through extensive self-service information, training, coaching and tailored
interventions.
• Delivered a range of employment programs that were recognised for excellence with
National and State awards. These programs covered graduates, cadets, apprentices,
trainees and targeted programs for people with significant social disadvantage in securing
quality employment opportunities (Aboriginal and Torres Strait Islanders, Youth at Risk,
People with a Disability, mature age, multicultural).
• Indigenous workforce representation in BCC increased from around 1.7% to 2.6%.
• Related Awards and Recognition:
− Finalist for the Australia Association Graduate Employers (AAGE) Best Graduate
Development Program in 2009, 2011 & 2012 and was also a finalist for the AAGE
Best Graduate Employer Award 2012
− 2012 Commonwealth Rehabilitation Services Qld Employer Commitment Award,
Partnership Award
− Diversity@Work Awards - Today’s Youth - The Future of Tomorrow Winner (2010)
− Finalist, PM’s Employer of the Year Award for Employment of People with
Disabilities
− Diversity@Work Award for the Multicultural Employment Infrastructure Program
Manager, People and Organisational Development,
Human Resource Branch 2003 - 2010
Key Responsibilities:
• Led corporate strategy, workforce planning and prioritising and establishing procedures
and guidelines to support Council achieve its corporate goals and key deliverables.
• Provided high quality internal consultancy and delivery services to business clients in
Council.
• Key areas of service were:
− Prioritising, developing and delivering learning and training products (both face to
face and on-line)
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− Challenging, developing and supporting managers to be effective and flexible people
managers and business leaders, especially in performance management
− Advising and supporting managers to effectively lead and manage the people and
cultural aspects of change
− Advising and partnering with business areas to meet their workforce management
obligations under the Equity and Diversity Framework
− Establishing an internal Career Management service to support people to manage
their own careers
− Delivering a wide range of innovative employment programs, CJC programs and social
disadvantage employment initiatives.
Key Achievements:
• Negotiated and implemented a range of interventions to address Talent War challenges
in Council, in particular for “hot skills”, youth and mature age workers. This included a
strong focus on “growing our own” talent. For example, a career guidance service was
launched in 2008 and won the Career Development Association of Australia (CDAA)
Employer of the Year Award 2010 for realizing the advantages of a career development
strategy in the workplace.
• Successfully established an integrated organisational development business centrally
after transition from a segmented purchaser/provider model (required significant cultural
and behavioural change by staff and clients).
• In 2010/11, 180 learning and development events were delivered to 2,522 staff and
managers with 92% satisfaction rating.
• Designed, built and delivered a range of innovative facilitated on-line training products
that achieved an exceptional completion rate of 96% overall and very positive participant
feedback.
• Established the current Equity and Diversity Framework (2010-15) for Council after an
extensive and innovative engagement process. In 2010/11, stretch employment targets
were achieved for women in wage and salaried positions, women in Band 5-SES,
Aboriginal and Torres Strait Islanders and CALD. Particularly impressive over this period
was sustaining the level of employment of Indigenous people and women in blue collar
positions and nearly reaching the challenging target for refugees in just 2 years.
• Delivered the unique Youth in Recovery Employment Program which was recognized for
its outstanding success with participants by National awards, such as National Drug and
Alcohol Awards - Finalist: Excellence in Services for Young People (2009) and Catholic
Social Services Australia - Norma Parker Award for Most Innovative Program (2006). As
an example of its success, in 2010/11, 75% of the participants recovering from substance
abuse who completed the work preparation phase obtained employment or completed
training.
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• Established the unique end-to-end employment program provided to the Brisbane
community by Council from case management services to prepare severely
disadvantaged people for training and work experience (eg, homeless, refugees) to
supported work experience and formal training (CJC) and finally traineeships and
apprenticeships. This integrated employment initiative was recognised at State and
National levels as very successful and best practice. The quality of this work was
recognized by 2009 Ministers Award for Excellence (apprenticeships), major national
Diversity@Work Awards in 2008,2009,2010
• Other Awards and Recognition:
− 2006 Mature Age Employer Champion
− 2005 Employment Award for Council’s Indigenous Employment Program
− 2004 Prime Minister’s Employer of the Year Award for employment of people with
disabilities
− National Local Government Award - Community Capacity Building: Social and
Community Engagement (2003)
− Queensland Training Award - Queensland Best Learning and Development Initiative
(2003)
− Australian National Training Authority - National Training Initiative Award (2003)
− 2003 Excellence Award for Disability-Friendly Organisation
Business Manager, Organisational Improvement Services and
Business Manager, Centre for Learning and Development,
City Workplace Solutions 1999 - 2003
Key Responsibilities:
• Deliver a high quality consultancy service in Learning and Development and Business
Improvement on user pays basis to all areas of Council.
• Partner with the diverse business areas to implement corporate requirements and major
change initiatives.
• Key areas of service were:
− Business improvement
− Executive development
− Manager and team leader development and training
− Customer and relationship management
− People and group development and training
− Business, operational and workforce planning
− Transition and change management.
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Key Achievements:
• Revitalised the corporate learning and development area of Council into a commercially
oriented, client focussed consultancy service, changing the service mix from 70% generic
corporate programs to 70% tailored products for specific business areas.
• Changed the service from largely project based HR delivery to high profile organisational
development consultancies across most Divisions in Council.
• Achieved 15.33% improvement in client satisfaction levels in 2000/01.
• Reshaped the Corporate Orientation Program to model the values, goals and image that
the Council wanted new employees to adopt and achieved high levels of client
satisfaction.
• Delivered an integrated case management package of services to staff affected by major
structural change that was highly valued by recipients for the quality of service and the
difference it made to their transition.
EMPLOYMENT HISTORY – OTHER RELEVANT EMPLOYMENT
QLD Department of Employment, Training
and Industrial Relations 1994 - 1999
DETIR was a large Queensland public sector agency responsible for state policy, regulatory
framework and compliance and direct services/initiatives relating to employment programs
and initiatives, TAFE, Industrial Relations, WH&S (including Workers Compensation). The
Corporate Services Division, including Organisational Learning Services, provided commercial
services to all areas of the department.
Manager, Organisational Learning Services,
QLD Department of Employment, Training and Industrial Relations 1994 – 1999
Key Responsibilities:
• Reshape the organisational development area of this department into a commercially
based consultancy and training service and build the service as a key enabler of change in
the organisation.
• Key areas of service were:
− Commercial services included facilitating business and operational planning,
facilitating performance management activities, mediating conflict situations, role
clarification exercises, identifying training and development needs, delivering
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tailored consultancies to meet specific business and geographic needs, cross cultural
training and team development activities.
− Corporate Initiatives included learning and innovation, quality management
strategies, indigenous management program, employee counselling (internal EAP),
corporate induction and corporate strategic planning.
Key Achievements:
• Established service as a credible and successful user pays provider of consultancy services
to clients across six distinct business portfolios across the Department (over 9,000 staff
spread geographically across Queensland). Resulted in positive impact on improved staff
morale, increased productivity and achievement of business outcomes resulting from the
consultancy work.
• The senior decision makers selected Organisational Learning Services as the provider of
choice in delivering priority corporate change initiatives based on our capacity to provide
integrated, strategic outcomes.
• Influenced the Director General and senior executives to reshape the Department into a
Learning Organisation as a key enabler of the transformation agenda. Perceived as
successful by primary stakeholders in galvanizing enthusiasm for the needed changes and
clarifying individual and group alignment with the business goals.
• Provided a high quality and challenging program of training and development products
that equipped managers and supervisors across the Department take up their
responsibilities and accountabilities in leading the major change in direction.
• Multiple Awards recognising the quality of the Indigenous Management Program.
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EMPLOYMENT HISTORY – EARLY EMPLOYMENT
1991-1994 Senior partner in Evans Consulting Group
1989-1991 Manager, Staff Development Unit, Federal Attorney General’s Department
1987-1989 Staff Development Officer, Federal Attorney General’s Department
1985-1987 EEO Advisor (women and people with disabilities),
Federal Public Service Board (Queensland)
1984-1985 Supervisor/Trainer, National Population Survey, Australian Bureau of Statistics
1980-1984 Personnel/Finance Officer, Bureau of Meteorology
1973 and 1980 employed in a variety of administrative positions by the Department of Social
Security, Department of Aboriginal Affairs and the Post Master General Department
(subsequently Telecom).
PERSONAL DETAILS
Education: Bachelor of Arts degree (double major in Sociology)
University of Queensland (1979)
Accreditations: Accredited in Leadership Vital Signs
Team Management Index
Myers Briggs Type Indicator
Neurolinguistic Programming
Primary Training focus: Psychodrama and Role Training – Advanced Trainee
(25 years experience)
REFEREES
Available on request