Thomson GeerPeople and Development Business Partner
Aug. 2010 - Nov. 2014Melbourne, AustraliaSuccessful implementation of major change projects including team restructures, redeployment and redundancies, training programs, planned culture and integration activities, due to the merger between Herbert Geer and Thomson’s Lawyers. Developed and implemented a bonus structure for the largest practice unit, which focused on individual budgets, non-billable contribution and Client feedback to foster a culture of teamwork and collaboration. Developed a recruitment strategy resulting in reduced recruitment costs focusing on direct hire methods and developed a preferred supplier list which lowered agency fees by 6% per hire and reduced our overall spend on agency fees by 15%. Led a project which analysed the benefits of external training versus in-house for Graduates. Results favoured an in-house model with a detailed report submitted to the Board outlining the proposed introduction of an in-house training program. Expected savings were $15K in 2014 and $35K in 2015. Reformed the seasonal and graduate recruitment strategy with a mission statement to ‘think nationally, tailor locally’. Programs in 2010 - 2013 saw a dramatic increase in application numbers and a vast improvement in the calibre of candidates received. Strong retention within the junior-mid-year lawyer ranks was a noticeable result of this initiative. Developed and implemented tighter compliance and case management for personal leave (sick and carers) which included implementation of a new IT procedure, and regular reporting. This allowed Partners and Managers to proactively manage high users under the guidance of provided suggestions and strategies from HR to increase engagement and job satisfaction.