Janeene brings diverse experience in business and people management, business improvement, project planning and delivery through a successful career working as both an external consultant and internal senior leader spanning more than 20 years. Working with an array of clients, both State and National as a consulting manager specialising in HR project management, change and business transformation. Janeene’s client profiles include private enterprise (banking, finance, service to FMCG to Manufacturing), State and Federal Government entities up to 20,000 employees.
Janeene is a skilled transformation program manager and HR executive who most recently led merger and transformation activities for Energy Queensland (merger of Ergon Energy, Energex and SPARQ). Janeene’s expertise and skills lie in understanding the motivators for great employee and business performance, finding fresh approaches to entrenched or emerging challenges, and creating smart end-to-end solutions which deliver on-time, on-budget, and with powerful executive, employee and shareholder buy-in.
Janeene is described as a strategic, resourceful, tenacious and principled professional who takes pride in setting and delivering the highest standards of personal and team performance: to contribute to an organisation’s success.
Accredited MBTI and The Leadership Circle
PROSCI Change Leadership Certification 2019
Cert. IV in Assessment and Workplace Training, AIM, 2002
Bachelor of Business Management, QUT, 1994
HSE Lead Auditor, SAI Global, 2010
ICAM Lead Investigator, Safety Wise Solutions, 2010
Hay Job Evaluation, Hay, 2004, 1995
Fellow Certified Practitioner Human Resources
Graduate Australian Institute of Company Directors, 2018
Women on Boards
Provided strategic and operational human resource leadership expertise to Executives and General Managers to affect the successful implementation of an organisation-wide senior management restructure.
Project managed the decision requirements, approvals and implementation of all HR aspects related to the Organisational Design Review (ODR) project – Approximately 450 senior leaders impacted.
Delivering complex $100m-plus national projects on time and within budget.
Building genuinely engaged teams across disciplines, geographic locations, cultural realms and hierarchical levels.
Developing innovative strategies to resolve complex people and business challenges in resource-constrained and union driven environments.
Developing and delivering strategic initiatives across the breadth of the employee life cycle to enable business performance.
Consistently implementing effective people solutions that reduce absenteeism (improvement of 20%) and turnover (10% -15% improvement).
Leading technological transformation with critical objectives of >$50m in bottom-line benefit.
Negotiating industrial disputes while safeguarding organisational reputation and commercial outcomes.
