Organisation: Department of Planning
Job Title: Senior Workforce Consultant (Learning and Development)
Word Limit: 3 Pages
Location: Perth
Senior Workforce Consultant (Learning and Development) Position #24835
Dear Sir/Madam,
Throughout my career I have demonstrated a record of successful delivery of training projects,
comprising the complete process of scoping, developing, implementing, evaluating and refining
training activities. My experience extends from delivery of group training activities, to increasing
management capabilities to provide training to others, through to engaging leaders and key
stakeholders in cultural change exercises.
In my role as Superintendent of Training Transformation for Rio Tinto Iron Ore, I have developed
and implemented the Rio Tinto Iron Ore Essentials, a new induction program consisting of blended
learning to meet training needs of learners and reduce mobilisation time frames. This program
was a component of a fundamental shift in the way in which Rio Tinto Iron Ore approaches
training that improves quality, efficiency and effectiveness. With approximately 10,000
contractors and 1,200 employees undergoing induction with Rio Tinto Iron Ore on an annual basis,
improvements in the induction program undertaken by these workers represents an opportunity
to have significant impact on the corporate culture, the wellbeing of workers, and the financial
bottom line of the organisation.
The primary driver for the introduction of a new induction training program was the wider
organisational need I identified to move from a compliance-focused attitude to site safety towards
a values-driven model where safety and wellbeing of workers was instilled and viewed as a core
organisational value, unwavering in the face of changing operational priorities. This was part of
the push towards a zero-harm environment within the workplace. Specific aims of the new
induction program also included an improved focus on the key elements of site safety, improving
the availability of the workforce for commencement, increasing accessibility of training for the
people at whom it was targeted, and reducing the organisational cost of ineffective or inefficient
induction training.
Following identification of the need for a new program, I engaged clinical psychologists to conduct
awareness training to secure buy in and commitment from the organisation’s senior leadership
team. This buy in was essential to enable the change in company culture needed to enshrine
safety as a core value, and to ensure that the role of leaders in the induction program was a
successful extension of pre-site training.
Development of the Iron Ore Essentials induction package commenced with me engaging with
internal and external stakeholders, including the Health, Safety and Environmental (HSE) and
Human Resources (HR) teams and Western Australian government departments. This
engagement served to establish the required content for the program to ensure organisational
needs were met and legislative compliance was achieved.
The induction program that was developed had a number of key differences from the existing
program. Notably, it reduced the length of the program from seven days to three, with much of
the content becoming online based. A separate induction program was created for contractors
and for employees, but within these categories the same training was provided to all new
inductees, leading to a streamlined process. The program was built on a staged learning
methodology, with content targeted at the likely literacy and education level of recipients and
active learning strategies utilised. Following on from the pre-site training, a second element of the
induction program was that the first person a new employee or contractor met with on site would
be a member of the organisational leadership team who would reinforce what was leaned in the
induction and demonstrate an attitude of immersion of health and safety in the company culture.
The success of the new induction program was measured using Six Sigma methodologies of a
baseline survey, a cultural survey and a post-training survey. On this measure an increase in safety
awareness and value was demonstrated. Additionally, incident reporting increased following the
rollout of the program, which is an indication of increased awareness of safety. The changes to
the length, format and availability of induction training is also forecast to reduce the annual cost
of induction training to Rio Tinto Iron Ore by $5.5 million.
I hold extensive experience in developing and implementing projects to increase workforce
capabilities. Most recently, I introduced a program of behavioural based safety training for
leaders to Rio Tinto Iron Ore. This program involved me engaging in a train-the-trainer activity
where I trained managers in order to provide them with the skills to train their teams in evaluating
and identifying safety risks in their work activities. This program has successfully improved the
culture and action around safety on sites, with these upskilled managers and their teams
developing new techniques and drawing learning from incidents on other sites to reduce risk on
their own sites.
With strong experience in developing documentation around risk, safety and training activities, I
am highly capable in producing written procedures, policies, training materials and guidance
notes. My role as Rio Tinto Iron Ore has seen me develop and implement a standardised learning
management framework across all work sites, with the aims or reducing costs and duplication and
ensuring consistency of training. Under this new method, I created a process where by a
centralised training department assesses and identifies the need for training documentation,
rather than this occurring at site level. I undertook the development, writing, and implementation
of this program, based around a proprietary “7D” program methodology. This involved writing a
management framework which was accepted as a global model.
Possessing knowledge and abilities in organisational change management and development
methodologies, I have demonstrated a record of success in delivering improved business
outcomes as a result of identification and implementation of change exercises. In my current role
I identified the potential for improvements in the structure and functions of the Health, Safety and
Environment team reporting to one of the supervisors under my leadership. With the aims of
reducing costs, improving training quality and facilitating better use of resources, I drove a change
in Rio Tinto Iron Ore’s induction training model from a “Just In Time” model to a planned process
where future workforce needs are identified 13 weeks in advance. This allowed the training and
induction team to be streamlined in response to the more efficient organisational processes.
Analysis of departmental needs was undertaken using a database driven model and necessitated
the engagement of the leadership team. Following analysis of the core requirements of the
department, I engaged in a stakeholder mapping process where consideration was given to the
impact on the wider organisation and external parties of reduction or elimination of particular
roles. This analysis and planning allowed the number of roles within the department to be
reduced by 30% without impacting negatively on the wider organisation or its external
relationships. This was achieved not only through appropriate identification of positions to be
reduced, but also through delivery of training in the new processes resulting from the restructure.
I hold a Certificate IV in Training and Assessment and possess extensive experience in workplace
training delivery and learning facilitation. For example in a previous role with Rio Tinto iron Ore as
the Risk Management Training Supervisor, I designed, created, wrote and delivered training
programs to site based employees and contractors. As my career has progressed my activities
have been centred on train-the-trainer processes where I upskill and develop others to enable
them to take on a training role. I remain responsible for writing guidance notes and learning
frameworks upon which much of Rio Tinto Iron Ore’s HSE training activities are based.
Please find attached my resume which further outlines my skills and experience. I am certain that
the knowledge and capabilities I would bring to the role would ensure high achievement in
building the success of the Department of Planning’s Learning and Development activities. I
appreciate your time in considering me for this position and look forward to speaking with you to
discuss how my background, skill-set and experience can be of benefit.
