Natalie Spangler

Company Overview: RFDS SA/NT delivers emergency aeromedical and community healthcare services throughout SA and NT

• Servicing divisional leaders and teams to deliver aeromedical services across SA and NT
• Provide executive level coaching and partnership to senior leaders across talent management and acquisition, performance and development
• Undertake industrial reviews of salary and entitlements to specific engineering and operational employee groups and provide detailed recommendations
• Business lead in a Change Management process review for implementation across the organisation

Company Overview: Westpac comprises a workforce of over 36,000 employees

• Partnering with senior business leaders and leadership teams in Customer and Corporate Services and Technology to deliver strategic priorities through best practice initiatives focused on people strategy, talent, workforce design, culture, and engagement
• Delivery of large-scale end-to-end change projects for complex business units, including operating model redesign and new role creation to achieve strategic cost targets
• Westpac Group representative in the NSW Digital Skills & Workforce Compact focused on addressing the digital workforce skill shortages
• Talent lead for the 2024 Business Talent Review process across two Divisions involving communication of talent management framework, tools, succession planning and development and delivery of Divisional reporting and insights for the General Manager, HR and executive team
• Led the design and implementation of a process to cascade strategic performance goals throughout all levels of Technology Division, included leadership briefing sessions and development of a playbook to guide implementation and measurement
• Divisional partner in the annual bonus and remuneration review
• Coaching and guiding senior leaders to ensure talent and performance ratings aligned with recommended increases and bonus distribution
• Led the site relocations and associated consultation and change processes of two separate functions (in Melbourne and Adelaide) with minimal union involvement
• Collaborated with HR leadership team to develop the People Plan for Technology Division
• Westpac comprises a workforce of over 36,000 employees
• Evaluated HR metrics to identify trends, measure success, and make data-informed decisions about ongoing strategic priorities.
• Improved organisational culture by promoting diversity and inclusion practices.
• Developed high-performing teams through targeted training and development programs.

Company Overview: The University comprises a workforce of over 3,000 employees

• This role provided executive level coaching and support to senior leaders for the Faculty of Arts, Business, Economics and Law which comprises of seven schools employing both academic and professional staff
• Provision of leadership and guidance regarding transformational and complex change initiatives, talent acquisition and management as well as ensuring the faculty and University’s wider people targets are met
• Responsible for the creation and delivery of the people and culture plan and partnering with the faculty executive team to drive effective workforce planning and to ensure development strategies are executed
• Successfully leading transformational change and restructuring initiatives (downsizing, faculty mergers, centralisation)
• Leadership team development, coaching and resourcing
• Business Case development for major people and culture initiatives
• Designing and implementing workforce strategy, tools, and templates, focusing on skill shortage areas, talent attraction, retention, and development, including DEI considerations
• Design and delivery of a peer-to-peer recognition program based on organisation’s values and behaviours
• Cultivation and leadership of a high performing HR team that successfully executed and delivered strategic Faculty and broader University people priorities
• Bespoke people initiatives designed and implemented based on employee survey data results
• Delivery of people projects in line with the University’s people plan
• Embedding University’s values into core processes (academic promotion, recruitment, awards)
• Strategic and industrial advice
• The University comprises a workforce of over 3,000 employees

• Partnering with senior leaders to create and deliver their people strategies
• Undertook review of end-to-end recruitment process for the faculty and implemented refreshed approach incorporating key competencies identified across the University and creation of collateral to address inefficiencies and candidate experience
• Successful execution of various complex change initiatives with minimal union intervention

Company Overview: BHP comprises a workforce of over 80,000 employees & contractors

• Led the design and implementation of graduate strategies to meet expected future workforce capability and business needs
• Undertook competitive analysis to understand supply and competitor recruitment of graduates nationally and internationally in critical skill areas
• Partnered with national colleagues and head office to successfully attract and recruit graduates nationally for the award-winning Foundations for Graduates Program
• Designed and implemented a suite of university scholarships and led recruitment for Olympic Dam’s vacation work experience program
• Voted as one of the top 25 Graduate recruiters nationally