1. Mel Nolan
9 Leichhardt Street, Phone: 07 3886 0673
North Lakes Mobile: 0408 489 067
Queensland 4509
Australia Email address: melnolan62@gmail.com
Key Achievements
1. As Executive Officer for the National Apprenticeships Program (for Adults), I developed
the Conceptual Design and Implementation Plan to launch the federally-funded
Program providing 1000 advanced-entry adult apprenticeships to the Resources and
Petroleum sectors over an 18-month period.
2. Completed critical OD intervention - 8 month (FIFO) contract as ‘Safety Leadership’
Coach with BHP Billiton Management Team in Port Hedland Iron Ore Operations,
Western Australia. Project established to improve safety performance across Western
Australia Iron Ore Group activities.
3. As HR Manager in Greenfield mining project, established HR function, policies,
procedures and effected agreement by management team on corporate direction and
corporate values for Chalco Australia (Chinalco subsidiary company)
4. During formative months of new Thiess Process Engineering Business Unit, introduced
OD intervention which addressed skills shortage and mobilisation issues affecting
potential growth of business. Designed and implemented initiative which saw existing
project labourers and TAs become fully-indentured apprentices under a unique,
competence-based and award-winning (state and federal) scheme. [First graduate took
115 calendar days to gain full trade qualifications].
5. Consulted with Thiess project team in Gove, NT (Alcan G3 expansion) to develop
strategy surrounding mobilising and demobilising key people to/from projects. Resulted
in carrying the organisation forward, enabling it to bid (and win) work it would
otherwise have been unable to bid for given critical skill shortages.
6. Assignment with Rio Tinto Coal (3 mines) in Hunter Valley NSW to develop strategy to
break the impasse of existing strike.
7. Thiess - defined and designed components of leadership initiative – our People
Capability, Management and Development Plan - which dove-tailed into a company-
wide leadership program as well as aligning with our corporate HR Plan. Components
centred around the Balance Scorecard model with strong emphasis on people
involvement.
8. Effected cultural change through Change Management role with Suncorp providing
strategic advice and operational coaching to managers following merger with Vero
Insurance group.
9. Change Management role with Queensland Police Service providing strategic advice to
IT project team and developing Organisational Capability framework linked to
resourcing requirements.
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2. 10. Contributed to several ‘blue-chip’ clients’ success working with DDI Asia Pacific and
Assessment Edge over 5 year period, job-profiling and assessing ‘fit’ against world
management best practice, for senior management candidates.
11. Designed and facilitated Assessment Centres for award-winning, adult apprenticeship
program for Thiess candidates.
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3. * - indicates contract work through my own company
NATIONAL APPRENTICESHIPS PROGRAM (NAP)
* Executive Officer
 The National Apprenticeships Program is a federally-funded Program designed to provide a
significant contribution to the trade skills shortages in the Australian Resources & Energy
Industries sectors through the provision of 1000 advanced-entry adult apprentices over an 18
month period.
 Developed Concept Plan and Implementation Plan (funded by Qld. State Govt.) for the Program
 Delivered inaugural group of NAP Apprentices to Anglo American Metallurgical Coal (AAMC) in
August 2011.
BHP – WAIO - Port Hedland
* Safety Leadership Coach – Aug. 2009 to April 2010
 OD intervention - developing relationships with safety leaders to improve safety performance
across BU;
 introducing new Operating Discipline Standard (ODS) to provide clarity and operational
requirements across line management spectrum;
 provide coaching to leaders to develop skills and knowledge to meet those requirements.
CHALCO Australia P/L – (subsidiary of CHINALCO - Aluminium Corporation of China)
Human Resources Manager - Sept. 2008 to April 2009
 developing and implementing new policies for ‘greenfield’ organisation reflecting best
practice workplace behaviours and supporting both corporate and project objectives;
 developing and introducing basic process of Performance Appraisal to set cultural
expectations, sometimes in conflict with those utilised in many Chinese organisations;
 developing, with consulting engineering company, OPEX labour costings for major project
(AUD$4.4bn)
 liaising, as Chalco representative, with Local, State and Federal Govt. representatives to
identify training and employment opportunities for indigenous and other candidates;
* Suncorp Insurance
Organisational Change consultant
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4. June 2008 (3-month contract )
Responsibilities:
 Providing strategic advice on organisational change management strategies to ensure
organisational capability both at project handover (Vero/Promina acquisition) and into the
future.
 Partnering with key managers to offer suggestions concerning staff issues and difficulties.
 Identifying and addressing risks and issues that may have impacted on successful business
transition.
* Queensland Police Service (Public Safety Network [PSN] Project)
Organisational Change consultant
January –May 2008
Responsibilities:
 designing and developing capability change management methodology to support
introduction of $175m multi-Agency (Qld. Police Service, Attorney-General’s Dept. *JAG+
and Corrective Services) new shared network.
 forging strong relationships with senior and middle management to accelerate transition
efficacy.
 re-focussing project team from a “training” ethos to one of establishing the need for a
sustainable capability for the new PSN Management Centre
 introducing Skills for the Information Age (SFIA) skills framework to newly-formed
Management Centre (PSNMC)
 introducing ‘on-boarding’ concept to accelerate knowledge acquisition and commensurate
effectiveness of contribution to new project team members.
Thiess (Process Engineering)
Senior HR Advisor - January 2005-August 2007
Responsibilities:
 supporting BU EGM and HR Manager in quantifying, qualifying and resolving skills shortage
of project staff through workforce planning and workforce resourcing workshops
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5.  developing strategic initiatives to address skills shortages in mechanical and fabrication
trades and trades-related occupations through development of an award-winning (state
and national) program resulting in adults being indentured into an advanced entry
apprenticeship. Our first successful graduate completed in 115 calendar days.
 further developing a similar program for electrical tradesmen (for our JV –Thiess/Kentz)
resulting in the securing of new contracts which would otherwise have been lost.
 liaising with government authorities and union officials to ensure these apprenticeship
programs got past the line. Several senior bureaucrats mounted arguments which could
paralyse our attempts to vary the ‘normal; 4-year formula.
 strategic consideration of our BU People Capability, Management and Development Plan,
aligned with corporate leadership program. Components were centred around the
Balanced Scorecard model and embedded a strong ‘people’ dimension into every objective.
Components included:
o Talent Management framework, incorporating career management and high
performance management (acceleration pools);
o Improved recruitment and selection practices and outcomes;
o Workforce planning and deployment management practices;
o Staff opinion surveys and processes for related change programs and
o Regular monitoring and reporting of HR outcomes and activities – particularly from a
project perspective. eg exit interviews, redeployment processes, cross-project
communication.
 managing design and implementation of recruitment processes and procedures for 2 multi-
billion dollar projects. (Alcan G3, NT and BHP- Project Magnet, SA)
 managing design and implementation of overseas recruitment campaign in Durban, Cape
Town and Johannesburg, South Africa resulting in the employment of critical senior
engineers on our forthcoming projects.
 interacting with Union representatives around need for more constructive dialogue with
development of EBAs and skills development. This was particularly important to ensure the
passage of the advanced adult apprenticeship scheme.
* QANTAS - 2004
Lead Facilitator - QANTAS Assessment Centres
Responsibilities:
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6.  convening and conducting one-day assessments for 400 travel attendant candidates
working with a team of 6 Assessors. The testing covered both group activities and
psychometric testing instruments
* Dept. of Main Roads - 2004
HR Consultant
 consulting with Director General (DG) and team to select new DDG.
 developing and delivering training workshops to transfer skills in behavioural interviewing
techniques and gain agreement to use an objective and structured interviewing process to
arrive at a final decision.
 Other clients serviced with Assessment Centre functions:
o Westpac
o ANZ
o Boral
o Telstra - competence profiling and recruitment issues
* Supercheap Auto (Retail)
L&D Specialist - 2003
Responsibilities:
 designing and producing procedures, training and presentation materials for newly-established
Learning Academy (SCARMA) for retail chain.
* Australian Maritime College, Launceston, Tasmania.
Recruitment Systems Specialist - 2003
Responsibilities:
 designed and established new recruitment system and procedures for college. Delivered
“behavioural interviewing skills” training workshops for Heads of Departments and all faculty
members.
* Waverley Council (Sydney), NSW
Change Management role - 2002
Responsibilities
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7.  designing and implementing change management strategy to raise awareness of employees
about increasing number and severity of significant incidents related to OH&S.
 OH&S investigations and reporting
* DDI Asia Pacific
Assessment Centres - Behavioural Assessor
2000 – 2002
Responsibilities
 conducting Leadership Development Centres on behalf of DDI clients
 assessing behaviour of candidates from several large organisations participating in Behavioural
Assessment Centres:
o Telstra
o ANZ
o ESANDA
o Australia Post
o Queensland Rail
* Assessment Edge P/L (Leadership Development Services)
Assessor - 2001-2002
Responsibilities
 assessing behaviour of candidates from several large organisations participating in Behavioural
Assessment Centres in support of Leadership Development initiatives
* Australian Taxation Office
Assessor - 2000
Responsibilities
 assessing Australian Taxation Office candidates for recruitment in New Tax System Project.
* Department of Housing (NSW)
IT – Training Manager - 1999
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8. Responsibilities
 managing training of new IT application – [Artemis]
 carrying out Training Needs Analysis
 designing, developing and delivering related training together with interlinked components of
Practice Management software (“Axiom”)
* Morris Migration Services, India
Manager - 1999
Responsibilities
 researching, establishing and managing migration services operation in New Delhi, India for
Sydney-based consortium
* Leichhardt Municipal Council (NSW)
EBA Negotiator - 1997
Responsibilities
 negotiating and agreeing Enterprise Bargaining Agreement conditions
 training senior management in Behavioural Interviewing Techniques
* Local Government and Shires Associations, NSW
Change Projects Officer - 1996
Responsibilities
 designing and facilitating workplace change projects into eight Local Councils across NSW.
* Rio Tinto Coal P/L
Consultant - 1996
Responsibilities
 consulting on options to resolve impasse on how new mine operatives were selected.
Historically, unions would dictate which of their members was next on their list to be
employed. Rio decided the time had come to select on merit so they challenged the union.
Transfield Construction P/L
National Training Manager - 1994 – 1996
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9. Responsibilities
 establishing dedicated Computer Based Learning facility to cater for those who were motivated
to study when they wanted to study rather than lock themselves into the traditional model of
classroom delivery.
 developing and introducing Performance Appraisal System.
 maintaining Training Guarantee Levy data to comply with government legislation.
* IT Training company – Ireland
Manager - 1992-1993
Established and managed commercial Computer Training facility in Dublin, Ireland
COMPUTERS
 Good understanding of Internet (WWW and Email)
 Intermediate /high level computer literacy in mainstream Windows-based applications
 Good knowledge of MS Office, Windows XP/2003/2007, CorelDraw, Visio 2007, MS Project,
 Experienced in face-to-face training in MS Office, CorelDraw and Microsoft Project
TRAINING COURSES PRESENTED:
 Organisational Learning
 Team Building
 "Targeted Selection" Competence-Based Recruitment Courses to Middle and Senior
Management.
 TQM (Philip Crosby) - 10-week workshops
 Workplace Transformation
 Fire Fighting Courses;
 Plant Equipment Courses;
 Induction Courses;
 “PC Basics”
 Problem Solving
MAJOR INTERESTS
 Life-long learning
 Developing the potential of adults
 Continuous Improvement
 Competency-Based/Behavioural Selection
 Competency-Based Learning
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10.  Computer Based Learning
 Supervisory Development
EDUCATION & TRAINING
2002 Cert IV in Assessment and Workplace Training
1995 Advanced Presentation and Design Skills program using Neuro Linguistic Programming (NLP)
and Generative Learning techniques (facilitated by Master Practitioner – Colin James)
1992 Commenced Bachelor of Education (Adult Education) at University of Technology, Sydney
(with exemptions for 50% of curriculum) – incomplete – (approx. 75% completed) – re-located to
Ireland to establish Computer Training facility in Dublin.
1991 Course in "Japanese Enterprise Technoculture" presented by Professor Bill Ford - (This
course is a shortened version of that normally presented as a Post Graduate course at the
University of NSW)
Course was designed to highlight significant disparities in typical Japanese and Western
Management philosophies and provides guidance on how to capitalise on integration of
Japanese methodologies in Western management. Projects were organised on site to
provide potential scenarios in the ICI work environment that could benefit from such
integration.
1985 "Management 1" Course – La Trobe University, Victoria. Strategies and Motivational
Elements involved in managing teams.
1984 "Interaction Management" - Highly participative course demonstrating and training
techniques of managing in an interactive style.
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11. OH&S History - Mel Nolan
 2002 Designed and implemented Change process through OH&S initiatives - Waverley Municipal Council (NSW)
 1998 Project managed re-writing of all Safety Procedures - Sydney Water Corporation
 1994 National Competencies Development - Team Member to establish operational and
safety competencies for Construction Industry
 1994 Established Computer Based Learning unit for Safe Work Procedures - Transfield Construction (Training Mgr.)
 1993 Designed, deployed and managed Workplace Safety Programme - Transfield Construction (Training Mgr.)
 1992 Designed, produced and trained Safe Operating Procedures
for Hazardous Chemicals Storage Facility - Powell Duffryn Terminals, Botany
 1991 National Competencies Team Member to establish competencies
for Oil and Gas Industries - ICI Australia
 1989 Designed, produced and trained Safety Induction Program - ICI Australia – Site Training Officer
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