Experience

• 

  Zimmer Biomet ANZ

  • Australia
  • Medical Equipment Manufacturing
  • 100 - 200 Employee

  • Director, HRBP & Organisational Development Australia and New Zealand * DEI Advisor APAC

    • Jul 2022 - Present

  • Director Human Resources A/NZ

    • Jan 2017 - Jun 2023

    Zimmer Biomet has been based in Warsaw since it was founded in 1927. Today, Zimmer Biomet has operations in more than 25 countries around the world and sells products in more than 100 countries.Our global team designs, manufactures and markets effective, innovative solutions that support orthopaedic surgeons and clinicians in alleviating pain and improving the quality of life for people around the world. Our musculoskeletal technologies and a wide range of related products and services make us partners to healthcare providers in more than 100 countries.

  • Human Resources Manager A/NZ

    • Jul 2013 - Dec 2016

• 

  Woolcock Institute of Medical Research

  • Sydney

  • HR manager

    • Nov 2009 - Mar 2013
    • Sydney

    The Woolcock Institute for Medical Research is a world renowned medical research facility in the field of respiratory and sleep disorders. Main HR objective is to professionalize the HR stream and develop and implement initiatives to support this objective and create a more professional work culture.Responsible for HR, providing both strategic and operational support. Reporting to Chief Operating Officer and Research DirectorResponsible for developing and implementing appropriate initiatives across all areas of human resources including remuneration and benefits, performance management, engagement and change management.Responsible for managing annual performance and salary reviews;Implementation of Fair Work Act; Maintenance and updating of HR policies & procedures, reporting & internal communications;Recruitment & Selection;Managing payroll (meridian).Key achievements:Creating efficiencies by implementing an Employee Services Portal (ConnX) and automating leave applications and timesheets;Compliance with FWA – introduction of new employment contracts, introduction of associate and student agreements and updating of HR policies and procedures;Implementation of new performance management system and automated by the use of ConnX (employee services portal);Organiser of the 1st National HR conference for Medical Research Institutes (2 day event with participants from all over Australia).

• 

  EBConsulting

  • Amsterdam Area, Netherlands

  • Consultant / owner

    • Feb 2006 - May 2007
    • Amsterdam Area, Netherlands

    Provided HR services through by own company. Due to relocation to Sydney, Australia, I was unable to continue and further broaden the scope of my own company.

• 

  Royal Schiphol Group

  • Amsterdam

  • HR project manager

    • Sep 2006 - Apr 2007
    • Amsterdam

    Schiphol Group is an airport operator with a revenue of over 1,146 million euros and 50.4 million passengers per year in 2007. As HR project manager I was involved in the acquisition of the “liquor & tobacco airport shops” of KLM (Royal Dutch Airline company) and the in-sourcing of 150 members of personnel.Key achievements:Successful negotiations with KLM, works-council (employee representation) and unions that has led to the acquisition of the “liquor and tobacco airport shops;Development and implementation of take over including a communications and integration plan that has lead to a take-over and integration of employees without any labour disturbance. The take-over took place just after Christmas and during one of the busiest months for the Airport;Development of a new collective labour agreement for the Schiphol Airport shops, including negotiations with unions;Comparison of remuneration packages and development of a proposal for a new remuneration packageAdjustment of payroll system (SAP) to new collective labour agreement Accommodating transfer of pension (superannuation) scheme's.

• 

  Baker McKenzie

  • Amsterdam Area, Netherlands

  • hr professional

    • Feb 2006 - Jul 2006
    • Amsterdam Area, Netherlands

    Baker & McKenzie Amsterdam is a leading Dutch law firm consisting of lawyers, tax consultants and civil law notaries, focusing on providing innovative legal services to clients in the business community. The office was established in 1945 and joined the Baker & McKenzie global network in 1957. It was the first law firm in the Netherlands to join a multinational network and are now regarded as one of the country's leading providers of legal services. Key achievements:Advising partners and heads of staff departments on HR policies and issues;Development and implementation of new recruitment strategies for legal and paralegal personnel;Recruitment of legal secretaries & legal students in a highly competitive and tight labour market;Managing of 3 HR consultants.

• 

  Telfort

  • sr HR manager

    • Jan 1998 - Mar 2006

    HR responsible for a business unit of 400 employeesManaging a team of 4 HR consultantsMember of MTResponsible for specialist areas: Learning and Development and Change ManagementKey achievements:Responsible for company wide L&D program incl. Talent Management Program (with decreased budget)Introduction of Employee Engagement Survey;Managing Culture Change Programs (including a new Performance Appraisal System in line with the other subsidiaries);Driving Diversity program Driving internal and external coaching and mentoring program in co-operation with ABN Amro, IBM, Pepsico and Delta Lloyd;HR Project leader in downsizing of the organization from 700 to 550 employees in 12 months (with taken into account the strict boundaries of the Dutch labour law) and achieved this within timelines and without any formal complaints;HR Project leader in outsourcing IT development department to Cap Gemini (42 fte) without any labour disturbance and within project timelines and budget; 1999 – 2005 senior HR managerHR responsible for a business unit of 900 employees (service management, networks and departments);Managing a team of 6 - 9 HR consultants;Member of COO Management Team (Call Centre, Service Management, Networks, IT and Sales);Key achievements:Project-member of international IPO team; (dotted reporting-line into HR London - UK).Project-member of international HR team in creating one HR strategy and centralising technical departments on a global level and creating virtual teams (dotted reporting line into HR London - UK). HR project leader of the HR Due Diligence during the IPO of the Mobile Telco part of BT;Development & implementation of Employee Satisfaction Survey and implementation of change-cycles.Start up of Sales Teams for “small and medium sized enterprises” including recruitment, sales training and development of commission plans.Development of organisation wide training program Telfective to increase sales output.

  • sr HR consultant

    • 1998 - 2006

    Telfort (former subsidiary of British Telecom and MmO2) was one of the first newcomers on the mobile telecommunications markets in the Netherlands and was set up by British Telecom and Dutch Railways as a full service fixed and mobile telco and grew within 2 years from 200 to 2000 employees. In 2000 the mobile telecommunications part was split off and brought to the stock exchange as mmO2. In 2002 the Dutch subsidiary was sold of to an investment company and in 2007 the company was taken over by KPN (the Netherlands main full service telecommunications company).HR responsible for Service & Call Centre units Setting up HR teamMember op Service Management TeamAdvising directors and senior managers in HR relate subjects, like staffing & recruitment, hr policies, Dutch labour law, work-councils, training & development, talent-management, succession-planning, compensation & benefits.Key achievements:Recruitment of service management and Call Centre employees within a tight labour market, including recruitment of 200 call centre agents within a period of 2 months. This challenge was rewarded with an Employee of the Month Award;Employee branding: creating a new and successful advertising campaign in co-operation with an external Advertising Company. The new advertisement was very succesfull and delivered most of the potential call centre agents;Member of the new Management Team of the Mobile Telecommunications Organization and involved in the start-up of this new company;Design of the new organization: creating a new organizational structure, development of job descriptions, salary structure and implementing recruitment strategy that enabled the recruitment of the right employees in a very competitive labour market;Selection of psychometric and behavioral testing organisation. Introduction of psychometric assessments in the (internal) recruitment process and in the area of Learning & Development as a tool for management development and talent management.

• 

  Vodafone

  • Maastricht Area, Netherlands

  • HR advisor

    • May 1995 - Aug 1997
    • Maastricht Area, Netherlands

    Vodafone is one of he world's leading mobile telecommunications company, with a significant presence in Europe, the Middle East, Africa, Asia Pacific and the United States. At the time, Vodafone was a start up company in the Netherlands. When started, the company was named Libertel and changed its name after ING bank sold all her shares to Vodafone.1995 – 1997 Personnel AdvisorGeneral point of contact for all HR questions from management and employees;Advising management in HR issues;Development of HR policies;Development of recruitment strategies in order to attract potential employees to Maastricht (an unattractive place to work within a tight labour market);Development of Learning & Development strategies to attract, develop and retain employees.Key achievementsdevelopment of Induction Program and Monthly Communication sessions in co-operation with the CEO and CMO;development and implementation of a Young Talent Program to attract talented technical and IT graduates;setting up and implementing HR & payroll administration (ADP system);recruitment of Technical, Marketing, Sales and Financial employeesselection of external recruitment and temp agencies and setting up a “brokers” construction with 3 temp agencies in order to create an ongoing staffing flow for the call centres;development of career development path for call centre agents;