Cara Aughterson

Experience

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  Spotless Group

  Jan 1999 - Dec 2001

  Graduate to HR Coordinator

  Spotless Group features on the ASX 200Embraced all the learning opportunities to apply the practical craft of Human Resource Management throughout its various specialisations e.g. recruitment, employee relations, development and business partnering.

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  Australian Residential Care Group (ARCG) - Healthcare

  Jan 2002 - Jun 2003

  HR Manager

  ARCG provides aged care services across 11 sites with ~1000 nurses and health care providers.Responsible for managing and delivering an end to end HR service with a team of 5 from HR strategy, industrial relations, Employment Value Proposition, payroll, employee relations, recruitment and development.

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  Woolworths

  Oct 2003 - Jan 2007

  HR Manager

  UK’s leading retailer, 820 stores, 28,000 employeesSupported the store managers to successfully implement the company strategy in a consistent way so as to provide a congruous customer experience and deliver the projected financial returns.

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  ANZ

  Jun 2007 - Jul 2022

  Managed ANZ’s market leading response to the future of work. Designed, communicated and operationalized three working modes (where COVID restrictions allowed); remote working, workplace first and blended working.Implemented a global approach suitable for 24 locations. Ensured every employee (40,000+) understood the working mode that applied to them and had access to tools that would help them work, lead, collaborate, connect and stay well in that mode.Major Achievements: Accountable to an Executive group, providing timely information, thought leadership and recommendations for endorsement Successfully led a multi-functional team of 8 across HR, Property, Technology and Communications to design ‘future of work’ solutions centered on the employee experience. Designed a data driven future focused productivity framework, to expose the direct and indirect impacts/benefits of remote working at scale, bringing challenges and opportunities to the surface in a timely way. Optimised 20% of the property footprint with significant financial benefits by working with businesses to reconsider workspaces that maximize hybrid working at scale.  Instigated focused work on employee data collection and analysis, providing confidence in the programs recommendations and conversely supported pivoting when concerns surfaced. Show less Successfully built, led and became the ‘face of’ ANZ’s first dedicated in-house SWP service. This service translates business, strategy, goals and objectives into future workforce requirements in order to minimize risk, drive efficiency and effectiveness and create competitive advantage.Major Achievements: Assembled a high caliber SWP team of 10, by internally developing and externally recruiting a complementary mix of talent e.g. from organizational development SME’s, organisational psychologists, data scientists and demand modelers. Conceived and subsequently received endorsement for, a 3 year SWP capability, technology and funding roadmap that would assure the SWP service could evolve as the business matured. Prepared the broader HR ‘system’ to support businesses to gainfully execute on their SWP Action plan e.g. Learning (build), Recruitment (buy & borrow), REM (bounce, bind). The program was so successful, the internal demand for SWP shored up the longevity of the service and accelerated the investment required.Accountable for building a specialised and commercial SWP team and service proposition that could add workforce planning value in the short, medium and long term to strategically important businesses. Show less Partnered with the Institutional Australia and Global Risk Leadership Teams to drive the strategic people agenda so they could deliver great employee and customer outcomes. An influential member of their business Leadership team(s), contributing to strategic business planning cycles, delivering critical cyclical activities (REM, engagement action planning, talent management) and driving bespoke people related solutions to ensure the business thrives.Major Achievements: Led the organisation design component of a large transformation program, resulting in; better customer outcomes (pod model = the right people at the table at the right time) improved cost to serve ratio per customer (flatter structures and increased banker autonomy) increased female diversity (from 2015-2017 Institutional Australia increased from 22% to 30%). Show less Delivered a centralised HR shared services model (recruitment, learning, employee relations, payroll, advisory) across Asia and Pacific countries by gaining confidence of local HR teams and regulators to embrace the benefits of a central model and in partnership delivered the transition of locally performed HR services to an integrated multifunctional HR shared services model performed out of a central hub.Major Achievements: Exceeded project targets. Net savings of $2.4m and reduction of 48 FTE (30%), with no significant impacts to the HR service offering or business requirements.  Obtained positive audit outcomes across each location and received no adverse issues were raised from impacted employees Accountable for a geographically dispersed team of 70 across Asia and Pacific from before the change, throughout the change and into BAU (successfully managed the teams and the work that remained ‘on-shore’).  Engagement results for these teams were collectively 87% (11% up from the previous year and 56% up from the year before) despite the significant change and disruption. Show less Inspired and enabled multiple country HR Heads to work collaboratively to deliver a consistent and location sensitive HR service proposition. Influenced and co-created HR solutions in our Asian locations to respond to business feedback and requirements as well as improve connectedness amongst HR teams globally.Major Achievements: Reduced admin, complexity and business continuity risk Enhanced business experience and employee engagement by creating time for higher value add activities and connection the HR community globally by creating a common platform of tools and services. Successfully supported the local China team to apply for and win approval to become a locally incorporated bank Show less

  • Global Initiative Lead - Future of Work

    Mar 2021 - Jul 2022

  • Head of Strategic Workforce Planning (SWP)

    Jun 2019 - Mar 2021

  • Senior HR Business Partner - Institutional Banking and Global Risk

    Aug 2014 - Jun 2019

  • Head of HR Shared Services Asia and Pacific

    Jan 2012 - Aug 2014

  • Senior HR Business Partner - Hong Kong, China and North East Asia

    Jan 2010 - Dec 2011

  • HRBP Commercial Banking, Agriculture and Wealth

    Jun 2007 - Dec 2009
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  KPMG

  May 2022 - now

  • Director - People & Inclusion - Consulting

    Jul 2023 - now

  • Director - People & Inclusion - Deals, Tax & Legal

    May 2022 - Oct 2023