Gerard Williams

Senior HR leader accountable for full operational delivery of People & Culture
across a world-class biomedical research institute. Oversaw HR governance,
service delivery, analytics, HR partners and BAU operations while deputising for
the Chief People Officer.
Key Responsibilities
• Led BAU HR operations including HR service desk (Jira), case
management, Workday oversight, policy governance and Board/GLT
reporting.
• Acted as Deputy CPO, providing executive-level decision support.
• Managed and upskilled P&C Science Partners and broader HR staff.
• Partnered with Program Directors, Lab Heads and the COO on People Plans
aligned with research strategy and grant cycles.
• Provided senior expertise on culture, leadership development, ER/IR,
performance and OD.
Key Contributions
• Delivered a comprehensive award classification + remuneration
benchmarking project across all scientific and technical roles, aligning job
families to Medical Research Levels 1-5.
• Built job architecture, role families and career pathways for
technical/scientific staff.
• Improved Workday HRIS processes, onboarding/offboarding and HR self
service systems.
• Delivered analytics dashboards supporting GLT decisions across
performance, remuneration and WHS.
• Strengthened WHS governance, psychological safety and wellbeing.

• Built a scalable HR operating model and foundational people systems.
• Developed leadership capability, talent pathways, and performance
frameworks.
• Strengthened compliance, ER/IR governance and policy frameworks.
• Produced Power BI dashboards for real-time executive insights.
• Partnered with CEO/COO on workforce planning, OD and succession.
Key Contributions
• Implemented Employment Hero HRIS, digitising the employee lifecycle.
• Automated workflows via Power Automate (reducing manual workload by
40%).
• Delivered dashboards across WHS, turnover, recruitment and leave
liability.
• Built SharePoint/PowerApps HR self-service ecosystem.
• Redesigned WHS/Wellbeing Committee embedding psychosocial safety
principles.

Led the P&C function across education and family services (1, 500+ employees),
delivering HR strategy, restructuring, governance and capability uplift.
Key Responsibilities
• Directed HRBP team and operational HR functions across multi-site
services.
• Led ER/IR governance, performance systems, policy frameworks and risk
management.
• Partnered with Executive on restructures, workforce planning and
organisational design.
• Strengthened recruitment, capability development and talent pathways.
Key Contributions
• Delivered multiple restructures with transparent, compliant consultation
processes, avoiding Fair Work actions.
• Led workforce planning and succession frameworks across schools and
family services.
• Introduced culture metrics and engagement initiatives improving
leadership capability.
• Completed policy overhaul (65+ policies) ensuring legislative alignment.
• Led WHS Committee and improved wellbeing initiatives.

Led strategic HR across multiple campuses, delivering OD, ER/IR governance,
workforce planning and major HR transformations.
Key Responsibilities
• Partnered with Campus Director and academic leaders on HR strategy.
• Led restructures, performance frameworks and capability development.
• Oversaw complex ER cases and legal risk matters.
• Delivered job family redesign and organisational capability framework.
Key Contributions
• Designed and implemented a new capability framework adopted
university-wide.
• Led major organisational restructure ensuring compliance and minimising
risk.
• Reduced time-to-hire and strengthened onboarding experience.
• Reviewed and corrected teaching agreements, resolving a major legal
dispute.

Provided expert ER advice to national clients on performance, misconduct,
investigations, dismissals, redundancy and compliance.
Key Contributions
• Delivered 300+ ER cases with strong compliance outcomes.
• Prevented costly unfair dismissal and general protections claims.

Led P&C operations for a top tier law firm, supporting partners, senior lawyers
and corporate teams.

Key Contributions
• Modernised remuneration, performance and capability frameworks.
• Built DEI initiatives and supported cultural alignment across legal
practices.
• Partners with practice leaders to support leadership capability and people
strategy.

Directed national TA strategy across critical technical, scientific and policy roles.

Key Contributions:
• Built workforce analytics dashboards to inform executive talent decisions.
• Designed leadership pipelines and graduate programs addressing skills
shortages
• Reduced time to hire and improved employer brand positioning.

Senior HR partner supporting organisational transformation in a federal
government agency
Key Contributions:
• Led workforce planning, restructures and organisational change.
• Strengthened HR policy, performance and compliance frameworks.
• Enabled data-driven HR decisions-making for executive leaders.

Delivered HR strategy and organisational capability uplift across a multi
discplinary medical organisation.
Key Contributions:
• Modernised policy and ER/IR frameworks.
• Built recognition and engagement programs.
• Improved retention by 18% through targeted culture initiatives.