PORTFOLIO

MY RESUME

1. Profile

Highly motivated individual with a well-grounded cultural competence record coupled with astute professionalism and well-groomed ethical standards. These qualities have been quite effective in enhancing my level of performance within an organization in relation to meeting the goals and objectives set by an individual company. Moreover, my cultural competence and professionalism have been essential in helping me factor in the different elements involved in the workplace with diverse perceptions, personalities, cultures and views. Similarly, these qualities have also been considered as imperative in an individual organization  in ensuring effective competition in the contemporary world’s business environment.

1. Employment History
2. Human resource manager (Internship) at Westpac Banking Corporation, Sydney Australia: 3^rd July 2019 to 22^nd December 2018

• Updating internal database with new information relating to newly recruited employees’ personal details and contract improvement among the existing employees
• Collecting relevant payroll data like payroll data, employee leaves and bank account belonging to individual employees
• Screening application forms brought in by individual applicants willing to work in the company
• Scheduling and confirming interview sessions
• Prepare training budgets needed to help in developing individual employees as well as designing the operational framework for such training
• Constant interaction with employees and distributing company policies to the individuals who need such in either hard or soft copy

2. Interim human resource manager at Rio Tinto Limited, Melbourne city Australia: 5^th January 2018 to 30^th august 2019

• Planning and co-coordinating the organization’s workforce to help in optimal utilization of each employee’s talents and capabilities
• Planning and effecting appropriate remuneration plan for each individual employee
• Handling relevant staff issues like resolving any conflict that arises among them with appropriate disciplinary actions
• Oversee the company’s recruitment framework by effectively organizing the organization’s systems and procedures to enhance its selection process.
• Ensuring a highly motivated workforce with a well-designed work program

1. Skills

• Organizational skills (Record management, strategic planning, and team leadership)
• Communication skills (clear writing, conflict management, and critical listening)
• Confidentiality (discretion, ethics, and trustworthiness)
• Adaptability (change management skills, self-assessment and improvement)

1. Education

Master’s degree in business management, La Trobe University Melbourne city

September 2019 to date

Bachelor in business management, La Trobe University, Melbourne city

May 2014- august 2018

XXXX High school

2010 to 2013

1. References

Alicia De Cali

Human resource manager at Westpac bank

Phone number: 1300 655 505 (https://www.westpac.com.au/contact-us/)

https://au.linkedin.com/in/alicia-de-carli-72b42a35

Kellie parker

Managing director Rio Tinto Limited

https://au.linkedin.com/in/kellie-parker-9389a64a

Haseena Chunara

Human resource manager at Rio Tinto Limited

https://uk.linkedin.com/in/haseena-chunara-4277a517

MY PERSONAL ACHIEVEMENTS

1. Restructuring of Rio Tinto Limited’s remuneration system

While the interim human resource manager at Rio Tinto Limited I managed to spearhead the restructuring of the company’s remuneration system from position-based remuneration system to performance-based remuneration system. In my first week in this position, I realized the majority of the company’s employees lacked proper motivation to undertake their duties. Similarly, there were several conflicts among employees from different departments, which sometimes resulted in the failure of some to meet the required goals and objectives.

Performance-based remuneration system overlooks the value of positions held by individual employees and heavily recognizes skills and competencies held by individual employees. Through this, job description and job specifications are key in ensuring a well-structured remuneration system that adequately acknowledges individual employee’s efforts. As a result of this, the system enhances the motivation levels among individual employees, which always transforms into better performances.

The consultation with the staff revealed the discontentedness among the majority of the company’s employees was as a result of unjustified remuneration system used in the company. Specifically, a significant number of the field engineers felt their salaries did not match their efforts as compared to that of their supervisors who in most cases little tasks and never possessed astute knowledge and skills in relation to operating machines in the field. The company’s management also observed that the issue had been identified earlier the human resource manager was in the process of identifying the best remuneration system to be used within the company.

The market research revealed that the majority of organizations in the contemporary world with a highly motivated workforce heavily utilized the performance-based remuneration system. The ability of this system to accommodate and encourage motivation among individual employees forms the primary reason as to why this system is heavily utilized. Moreover, innovation has been identified as an essential tool for enhancing competition within the current business environment. Similarly, research also revealed that the system is also an essential tool in avoiding conflicts at the individual level and at the group level within an organization.

The Lewis three-stage change management model was critical in ensuring the projected change was perfectly executed. The model allowed smooth navigation around the primary challenge in regards to resistance from the stakeholders involved. The first stage was the unfreezing stage in which stakeholders involved were alerted in regards to the need for change in the organization’s remuneration system. The second stage involved implementation of the proposed change in which the organization abolished the used of position-based remuneration system and adopted the performance-based remuneration system. The last stage was the refreezing stage in which the organization engraved the new remuneration system into its culture of operation. Upon the implementation of the change, the human resource manager who was on sabbatical leave praised my astute management skills ability. He said I have a bright future ahead of me.

1. Designed an effective four-stage performance management framework at Westpac bank Corporation

The four-stage performance management framework starts with the planning phase, which basically entails setting goals and defining an individual employee’s success metrics. The second phase involves monitoring the progress made by each employee in relation to meeting the set objectives. The third phase involves developing an employee in which adjustments are made in regards to the skill set among individual employees to eliminate poor performance among them and ensures they meet the set goals and objectives. The last step is rating and rewarding in which the performances of individual employees are tracked and rated with a reward system for good performance.

Training was also necessary for developing the skill set among different employees within the organization so as to ensure they fit with the job description and job specification details required within their area of operation. Most of these training were organized formal training within the organization. Similarly, highly experienced staff members with several skill sets were also given the responsibility of leading teams of five employees who were to collaborate in performing different tasks within the company. This further ensured a significant number of employees’ were further exposed to different skill sets that further enhanced their skills and competency. As a result of this, the transition from the position-based to performance-based remuneration system was quite effective.

Establishing a performance review system was an essential aspect of the effectiveness of this performance management system. In this, the review system took into consideration all the elements involved in an individual employee in regards to the duration taken in the company together with their personal factors like personality and culture. Consideration of these was essential in ensuring every employee was adequately motivated to perform their duties as required. This enabled easy identification of the root cause of any deviation from goals and objectives set earlier. Similarly, it assured individual employees of a fair judgment in regards to their performances in the organization. Through this, one of the staff members noted my effort by saying he can work with an efficient human resource manager like me for the remainder of his life.

Similarly, establishing an effective reward system was also essential in ensuring the effectiveness of this performance management system. Transparency was key in this and so the employees were engaged in designing an effective reward system for their effort. Similarly, the management team was also engaged in designing an appropriate reward system. The views from each group were collectively harmonized in designing a cost-effective reward system that ensured each staff member was motivated to realize the goals and objectives of the organization. The managing director acknowledged my effort and strongly recommended me to fill the interim human resource manager position at Rio Tinto Limited while applauding my work ethic and professionalisms.