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WHO'S WHOof HR

As A RELATiverr 4-voubtrie PIR.OFEsS10113, there are fewopportunities for HR practitioners to pause and reflecton how far they have proirped, and even re...-opportunities to applaud those who are excel ling oracting Ills rrr.lirlikakurs. ix years ago, when Human Capitalmn its first who's who' list, the HP. profession w. justemerging a ri force to he reckoned \via. Back then thearglinieuit on most lips was how HR could stand up andhe counted on ekreative realm across Australia. Thattitha te for the most part, h3113 been won. Now the fight ishow HR alhou Id retain their spot and continue to addstratceN vahne to the organisation. All of those profitedon this list have euntributed in some way to that debste

This //sr of 'hot FIR prof,p,..sionsis showcases Lim

Who's a bright light in the HRprofession? Human Capitalshowcases Australia's HR highachievers from the post 12 months

movers and shakers of Australies HR industry who havecome to our attention in LIN Iwt 12 months, whetherthey've made it onto our pages or others.

Predominantly from mid- to large-sire organisations,thew: . corporate leaders have spearheadedinnovative projects, aeh ieved impressivebottom results, embraced diversity, driveriski nvin ctiStS while upping productivity. or managedd iflicult changes and transitions.

You may no doubt agree with the Inclusionof some ofyour fellow practitioners end disagree with our selection

f othors. You InuY even f.,1 It-hat you warrant a place inthe list itseif - L dist is the ease we want to hear from youfor our next who who liSr.

Ref: 120868938Copyright Agency Limited (CAL) licenced copy

HumanCapitalTuesday 1/11/2011Page: 18Section: General NewsRegion: National, AUCirculation: 6421Type: Magazines TradeSize: 3,042.73 sq.cms.

of 13AUS: 1300 1 SLICE NZ: 0800 1 SLICE [email protected]

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Name: CINDY GRASSTitle: HR DIRECTORCompany: MILLWARD BROWNAUSTRALIAWhy hot? Millward Brown has hada global presence for over 35 years asa research company specialising inadvertising, marketing,communications and brand equity. InAustralia they are a small player, with105 staff, yet this does not mean theyare lacking in innovative HR practice.Commencing with the companyalmost four years ago, Grass hasworked with her senior team todevelop career programs andstrategies that work for employees.She has advocated boosting managers'skills to have meaningful careerconversations; she has implementedprograms for high performersinvolving them in cross-functionalteams. She has also challenged theview that the only way up thecorporate ladder is to take on staffmanagement responsibility; insteadshe advocates playing to individuals'strengths while still delivering whatthe company needs. Millward Brownhas been accredited as a best employerin Aon Hewitt's annual awards.

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Name: MEGAN BROMLEYTitle: EMPLOYEE EXPERIENCEMANAGERCompany: REDBALLOONWhy hot? While many companiesclaim to have a `fun' and 'engaging'culture, RedBalloon really does meanit. It's not unusual for candidates toshow up to job interviews wearing arace car drivers' suit and helmet -and for them to get hired. As aconsultancy focused on reward &recognition, as well as employeeexperiences, RedBalloon staff get totry the product before offering itexternally; hence it's commonplacefor RedBalloon employees to enjoyhot air ballooning or sailingexcursions. Always one step aheadof the pack thanks to founder NaomiSimson (one of Australia's most highlyregarded and recognised CEOs),RedBalloon remains an employer ofchoice, evidenced by its consistentlyhigh rankings in both the Aon Hewittand Great Place to Work Instituteawards. In 2010 the company teamedwith Insync Surveys to launch its own'Dream Employers' survey, askingthe general public for their thoughtson what makes the ideal employer.The factors that topped the list in theinaugural poll - brand, culture andwork-life balance - would come asno surprise to RedBalloon employees




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Name: JON SCRIVENTitle: GROUP EXECUTIVE, PEOPLECompany: QANTASWhy hot? Rarely does a day go by without a storyon Qantas appearing in the mainstream media.Unfortunately the old adage of any publicity beinggood publicity in not true: Qantas has had a turbulentfew years. Scriven became the HR chief in April2009 with responsibilities across the Qantas Group,which includes the Qantas and Jetstar brands. Besetby weakening customer demand, high fuel pricesand competition from low-fare airlines, Qantas hasstruggled to maintain its market dominance in theaftermath of the GFC.

According to the Wall Street Journal, from Januaryto August of 2011 Qantas shares have dropped by32%. CEO Alan Joyce announced in August thatthe company would shed 1,000 local jobs and setup joint ventures in Asia in an effort to cut costs.The simultaneous announcement that Joyce's totalremuneration package increased 71% from his2009/10 package further inflamed the Australianpublic. Other problems in 2011 included ongoingindustrial action by pilots and engineers.

However, it's not all grim news.In the 2011 RedBalloon/Insync Dream Employers

Survey, Qantas came fourth, with the general publicvoting for the realities of pay, benefits and conditionsahead of a company's reputation as the main reasonthey are attracted to an employer.




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Name: JOANNE ALLENTitle: HEAD OF HRCompany: CITEWhy hot? Corporate missions and visions are oftenempty words on a page. Citi's mission was to buildan inclusive workplace; its vision was to have allemployees engaged. Joanne Allen has transformed'words on a page' to reality.

Alongside the development of a fast-track highperformer program called Ignite and significantdiversity achievements at Citi - all business leadersnow have diversity goals on their scorecards - Allenhas been instrumental in tackling unconsciousbias in what has traditionally been a maledominated industry.

She cites behaviouralpsychology that indicates

that even the most open-minded individuals haveunconscious bias, including

over-generalisations andwrong assumptions. Diversity plans at Citi in 2011focused on manager accountability and education. Thisincluded training to address unconscious bias, buildingan engaged workforce and the redesign of jobs tosupport flexible work arrangements.

While Citi has come a long way, she concedesculture change is difficult: "Just 'saying' it doesn'tmake it happen. That's why it's so important to notjust have a single whack of the nail on diversity -it's about fundamentally changing how we thinkabout diversity and realising that it's not anHR issue, it's a business issue," she says.

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Name: ALEC BASHINSKYTitle: PARTNER, PEOPLE ANDPERFORMANCECompany: DELOITTEWhy hot? From EOWA awards asan employer of choice for women (10years running), through to ratingas atop place to work (14th) on The GreatPlace to Work Institute's annual list,Deloitte Australia certainlyhas wonits share of awards. Led by industrystalwart Alec Bashinsky, theprofessional services firm's team of100 HR professionals has beenfocusing on best practice in the HRspace for years. With 70-75% ofDeloitte's workforce under 35 years ofage, Bashinsky says the old rules ofengagement no longer cut it. Notonly has the company embracedsocial media, it has also long held thebelief in the 'career lattice' rather than'career ladder' for nurturing upcomingtalent. He holds strong views on HRoperating as business strategists andnurturing young HR talent. His wordsof advice? Don't join HR because youare 'good with people'. Instead, joinHR if you have a passion for business;then develop the skills to be able toexecute on strategy.

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Name: KELLIE WARTATitle: HEAD OF HRCompany: HILTIWhy hot? Although constructionmining and building productmanufacturer Hilti employs20,000 people worldwide (270 inAustralia) its appearance at thevery top of Aon Hewitt's annualbest employer list was a surprise.However, the HR practices at thecompany speak for themselves.Ninety per cent of Hilti'smanagement roles are filled fromwithin the company. Many of Hilti'semployees have joined the '20-, 30-,and 40-year clubs' for retention,and employee benefits include acompetitive salary, five-week annualleave, a reward & recognitionstrategy that includes luxury trips,and a fully-funded employee hotline for confidentially dealing withtrauma and stress. Aided by an MDwho is passionate about the peoplein the business, Warta says thatdespite the accolade, the companyis facing HR issues not dissimilar tomany other companies, includingemployee mobility and the threat ofheadhunters.

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Name: CHRIS BLAKETitle: EXECUTIVE GENERAL MANAGER PEOPLE ELCOMMUNITYCompany: AUSTRALIA POSTWhy hot? Anyone who has walked into any of AustraliaPost's 4,433 outlets in the past two years would notice theshift in the organisation's focus from being merely a placeto post letters to a thriving retail and service business.This is no accident. Launched in 2010, 'Future Ready' is afive-year program that represents a transformation of theorganisation. The program will lay the foundations tocreate a more customer-focused and sustainable AustraliaPost. Instrumental to this program has been Chris Blake,who was appointed in July 2010. He is responsible forworking with all areas of the business to implement criticalpeople and cultural change initiatives, and communicationcomponents of the business's renewal program. Followingsenior roles in banking and PwC, where he was a partnerfor 10 years, Blake has a background in overseeing changein management. Australia Post is the oldest continuallyoperating organisation in Australia; it has more than24,000 full-time employees and more than 10,000 part-timeemployees, from 135 nationalities, speaking 70 languages.It's no surprise that such an employer focuses on diversity.

Name: JOSEPH KRAYERTitle: HR MANAGER AUSTRALIA AND NEWZEALANDCompany: GOOGLEWhy hot? No list of hot companies to work for would becomplete without Google. Joseph Krayer has been HRmanager, Australia and New Zealand at Google for thepast four years; in that time the company has picked upjust about every accolade going. It's easy to see why: withfree breakfast and lunch, and games such as ping pongand pool, Google is unlike other workplaces. While eachemployee has their own desk, Google encouragescollaborative spaces where formal and informal meetingstake place. As well as the on-site canteen, micro-canteensare scattered throughout the building, which providerefreshments and snacks. There is also a library for quiettime, and a Tech Station to fix any tech problems. Extraperks include free iPods, Krispy Kreme doughnuts and theopportunity for international travel. Google also offersbenefits such as education subsidies, on-site fitness centresor subsidised gym memberships, health insurance plansand childcare. In the 2011 Dream Employers survey byInsync Surveys and RedBalloon Google was voted theclear winner for its culture and work-life balance.




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Name: SIMON COWLTitle: HUMAN RESOURCES DIRECTORCompany: GSKWhy hot? In a career that has embraced rolesrequiring mastery of challenging HR tasks, such as theintegration of Southcorp at Fosters, Cowl's four yearsat GSK have continued the trend.

In 2010, GSK, the world's second largestpharmaceuticals company, undertook a significantHR transformation program. The end goal of thisglobal initiative is to simplify the HR functionby moving to a shared service structure. A newlycreated hub for HR transactional work - known asthe HR Response Centre - now allows the alignedHR resources for each business unit the scope toundertake the strategic and business partnering workA newly established in-house recruitment team - toproactively manage the hiring for critical roles - wasthe final piece of the puzzle.

With competition for talent in the pharmasector being especially fierce, Cowl and his teamwork towards the creation of a compelling workenvironment.

The company's EVP is `GSK in Balance,' whichrelates not just to work-life balance but also the give/take relationship between employer and employee.

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Name: KERRIE FIELDTitle: GENERAL MANAGERHUMAN RESOURCES Et MEDIASOLUTIONSCOMPANY: ST VINCENT'S Ec

MATER HEALTHWhy hot? The healthcare sectorhas traditionally been dominated bytransactional HR thinking; KerrieField has long been an advocate oftransformational HR. From a 'GlobalCollaboration' strategy, which involvesestablishing strategic connectionswith overseas hospitals across threelevels (research, education andemployment), through to thedevelopment of learning pathways,Field has been at the forefront of HRinnovation. Field's focus in 2010/11has been bedding in a 'Dignity atWork' program, which focuses givingemployees the tools to maintain thedignity of and respect for others.This program aims to provide peoplewith an understanding of their rolesand responsibilities, what theircontributions mean to theorganisation, and how their attitudesand behaviours impact on the workenvironment.

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Name: DEAN SAPPEYTitle: HR DIRECTOR -AUSTRALIACompany: FRUCOR BEVERAGESWhy hot? Dean Sappey found histrue passion - HR - at FrucorBeverages. He has applied his earlierfinance/business knowledge to hiscurrent role, with the result being anHR director focused on thecommercial reality of the business.Sappey has taken the company on an"engagement journey". Key to thishas been a focus on values - OneTeam, Straight Up, Value You, Go ForIt and Trail Blazing - which reflectthe culture of the business. Open,ongoing dialogue with staff abouthow the company is progressing isalso a hallmark of Frucor. Leadershipdevelopment - ranging from high-endbusiness schools to an analysis ofwhat motivates leaders - is notconcentrated on senior staff, butrather across the company. Yetdespite all the tools in HR's armoury,Sappey says the key to HR's influenceat the top level comes down to onething: an ability to execute strategy.

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THE DIVERSITY CHAMPIONName: JEANETTE WENBORNTitle: HR BUSINESS PARTNERCompany: RTA NSWWhy hot? At a 2010 conference on the ageing workforce,it was stated that retaining and recruiting talentedemployees was 'the highest organisational risk' facingAustralian employers. For the RTA, which employs 8,000staff, 1,500 of which are over 55 and therefore approachingretirement, this risk is magnified. Special attention hasbeen paid to engage mature workers; the cost of ignoringthem and allowing their expertise to walk out the doorhas been estimated at $100,000,000. This year has seenthe launch of 'MyJourney' at RTA NSW, a series ofseminars to help those approaching retirement to sharetheir knowledge with staff, deal with their finances, anddiscuss flexible working options to keep them in theworkplace. An RTA Alumni program is also in place forformer staff to maintain contact, keep up-to-date withRTA and industry news and be notified of permanent andcasual employment opportunities. MyJourney supportsRTA's People Plan by developing its employees, theircareers and building a knowledge-sharing culture.

Name: EMMA HOGANTitle: DIRECTOR, PEOPLE EL CULTURECompany: FOXTELWhy hot? FOXTEL's rise to prominence has beensteady since establishment in 1995. However, it hasrequired a complete refocus of the company's peoplestrategy to support the company for its journey fromgrowth to maturity. Since then, the FOXTEL's people& culture team have taken a seat at the executive tableled by Emma Hogan, who has been with the companyfor over four years. Her focus recently has been onre-engaging employees. As an RTO, the company haspaid close attention to its L&D offerings. Hogan is alsoco-founder of The Media Reconciliation Ring, a keypart of FOXTEL's Indigenous Reconciliation Plan. Abroad collective made up of over 30 media groups, theRing aims to drive practical measures to support andpromote reconciliation in the media sector.

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Name: GARETH BENNETTTitle: DIRECTOR OF PEOPLE ANDDEVELOPMENTCompany: FREEHILLSWhy hot? Gareth Bennett has long been oneof Australia's most respected HR practitioners.With strong credentials as a senior HRprofessional and considerable internationalexperience (Britain, Europe, the US), his mantrahas always been to be a business person firstand an HR person second.

The firm's people strategy directly reflectsthe overall business strategy, and it appears tobe paying off with a positive impact on bottomline results: a key achievement for Bennett andhis team has been the implementation ofstrategies for developing personal resilience inall development programs. The Resilience@Law initiative has had wider implications:initiated by Bennett, this collaborative effortwith other top tier law firms and the College ofLaw is a leadership initiative to raise awarenessand understanding of the nature and impact ofstress, depression and anxiety across the legalprofession in Australia.

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Name: JOANNE TAYLORTitle: VICE PRESIDENT HUMANRESOURCES AND CORPORATECOMMUNICATIONSCompany: MCDONALD'S AUSTRALIAWhy hot? It's no surprise that McDonald'sfocuses so heavily on career development:the company is a major employer of youth69% of its crew are between 14 and 18 yearsof age and 20% between 19 and 21. An RTOfor the past 10 years, McDonald's spendsmore than $40m annually on training crew,managers and corporate staff. Its trainingprograms are recognised within all industriesas developing vital transferable life skills. Inaddition to extensive on-the-job training andonline learning, McDonald's has five state ofthe art training centres around Australia, andoffers school-based traineeships. Taylor, whocommenced work with McDonald's in 2004,has drawn on her experience in handling IRmatters, as well as the skills developed inoperations and regional manager roles, for hercurrent dual role. In 2010 Taylor was selected

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as one of the final six winners in the AustralianFinancial Review BOSS Young Executives of theYear awards.

Name: ROBERT ORTHTitle: DIRECTOR HUMAN RESOURCESCompany: IBMWhy hot? IBM celebrated 100 years in Junethis year; Robert Orth has been with thecompany for 28 years. For an organisationthat pioneered many aspects of the moderncorporation - from equal opportunity toemployee education and development - it'sclearly been a good fit. IBM has been at theforefront of flexibility (work-from-home, hot-desking, flexi-hours), which Orth concedes isexpected of a technology company. However, heinsists that technology is only an enabler; trueflexibility must be part of the corporate culture.The challenge for the next 10 years, he says, isto stay on top of how, when and where peoplework. IBM has declared its position with thephilosophy of Smarter Planet: a belief that theworld is becoming more instrumented (lots ofgadgets), more interconnected (lots of networkslinking things), and more intelligent (lots ofdata to make decisions that affect real change).

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Name: TRACEY GAVEGANTitle: GROUP MANAGING DIRECTOR,HUMAN RESOURCESCompany: TELSTRAWhy hot? Tracey Gavegan, who had beenworking as interim head of HR at Telstra, wasappointed officially to the role in July 2011.Grant's tenure coincided with unprecedentedchange in the internal and external environmentnot least of which was her role in handlingTelstra's disputes with the company's labourunions. Gavegan has 25 years experience inhuman resources, and it's likely she will needto draw on all her experience in the new roleas the company continues to trim staff andstreamline operations on its way to becoming E

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Name: COLLEEN HARRISTitle: EXECUTIVE GENERAL MANAGER,HUMAN CAPITALCompany: NATIONAL AUSTRALIA BANKWhy hot? In the lead up to the GFC in 2009,NAB took the unusual step of launching itsNAB Academy, an online and physical sitefor development and learning. While manycompanies were slashing L&D, NAB wasinvesting. It stands as a prime example of thecompany's ongoing commitment to buildinga future-proof workforce. Further evidenceis found in 'My Future', a central componentof NAB's people offerings in recent years. MyFuture is a diversity strategy focused on matureage workers involving both the people leaderand the employee, with the overarching goalof seeing what their career may look over thenext 10-15 years. It also offers advice aroundemployee health and wealth. My Futurecomplements other initiatives implemented byNAB over the past year, including provisionsin its Enterprise Agreement enabling matureage employees to change their workingarrangements without financial penalty,and provides flexibility in when, where andhow work is delivered - for example, salaryaveraging options, job sharing and compressedworking weeks.

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Name: RONAN CARO LANTitle: HR DIRECTORCompany: SANOFI-AVENTIS AUSTRALIAWhy hot? In Australia, Sanofi-Aventis isthe fourth largest pharma. Carolan says thetalent war in the pharma sector has neverreally dissipated. Workplace flexibility hasbeen important for sanofi, alongside a reward& recognition program that provides eachemployee with a personalised debit card thatcan be loaded with funds as individuals achievemilestones. sanofi-aventis has also invested inidentifying and developing leaders of the futureOnce identified, employees can benefit fromdevelopment programs based in Paris, Boston,Singapore and Shanghai.

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Name: NICOLE ALLINGHAMTitle: HUMAN RESOURCES DIRECTORCompany: NEWS DIGITAL MEDIAWhy hot? A significant skills shortage in theonline media industry has meant that operatorsin that field have had to get creative. One wayNews Digital Media has sought a competitiveadvantage is by working on employeeengagement. For a number of years it hasemployed Aon Hewitt to measure and improveengagement levels, a crucial consideration giventhe company's mostly young workforce. NDMfirstly held workshops with senior leaders,and seeing the positive results for managersin the next level down in the following year'sAon Hewitt survey, NDM is now focusing onfirst-time managers, helping them improve theengagement levels of their teams. In addition,sparked by Allingham's time and efforts at theGold Coast Bulletin in raising awareness ofreducing carbon emissions, NDM is showing itsCSR colours by becoming carbon neutral andleading the wider News Limited communitythrough an initiative called One Degree.

Name: PETRINA COVENTRYTitle: CHIEF HUMAN RESOURCES OFFICERCompany: SANTOSWhy hot? Oil and gas producer Santos is atop-25 listed Australian company with over2,500 employees. Given the multi-billion dollarprojects Santos is currently involved with - andthe accompanying people sourcing issues -Coventry will be drawing from her more thantwo decades long career in global HR roles inmultinational organisations over the comingyears. A look at some of Coventry's activitiesover the past 12 months provides insight intoher role at Santos. These include leading therestructuring of several business units forefficiency; introducing a new award-winningblended learning program into Santos; leadingthe collaboration between UniSA and UCLon the development of an accredited MBAin energy and resources. All the while shecontinues to be a gender equality advocate forwomen in the energy and resources sectors. MEI

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