ANDERSEN has recruited human resources specialist Sue Jauncey to head a new division unique in Perth.
ANDERSEN has recruited human resources specialist Sue Jauncey to head a new division unique in Perth.
Ms Jauncey moves from Churchill Executive Career Agents and will be responsible for developing the human capital division, which will concentrate on HR specialties such as salary packaging and international people solutions.
Ms Jauncey said this department was a first for Perth.
The division was set up in the eastern states in 1998 and Nick Pond, the man responsible for its successful implementation, said he expected the same success from the Perth office as had been achieved in Sydney and Melbourne.
“More and more global consulting firms are seeing significant growth, and human capital is growing significantly,” he said.
“We have gone from 30 people on staff to about 100 people in human capital.”
Andersen (Perth) managing partner Frank Cooper said the human capital department would help companies bridge the gap between organisational and people strategies.
“Organisations know the importance of developing an organisation strategy, and are aware of people strategies, but they don’t know how to join the two,” he said.
Ms Jauncey said that, in order to achieve that union, the group’s global network would provide a comprehensive human capital package.
“It has four main areas – international employment solutions, compensation strategy, people strategy, and mergers and acquisitions. It’s not me alone working on this, I can use global resources,” she said.
Essentially the newly-formed department could lead to the demise of many in-house HR divisions because the human capital can tap in to Andersen’s global network. But that’s a while away, according to Mr Pond.
“The outsourcing of a human resource function is still quite new globally,” he said.
“With HR there’s a lot of process. Our focus is to help the company restructure the design work.”
The department should grow from two to six employees in the next two to three years, Mr Cooper said.
“Our research shows there is clearly a market out there,” he said.
“We concluded we needed to establish a human capital group here with people with the right background.
“My feeling is that we will have up to six people over the next two years. They will be human capital people sourced from outside Andersen, not accountants and tax people.
“Then we will look at taking a graduate.”
Ms Jauncey’s appointment was a decision not taken lightly, Mr Cooper said.
“We deliberately took a couple of months,” he said.
“Sue is delighted to come on board. When we made our offer to her, she had received an offer somewhere else with more money, but chose this area.”
Mr Pond said Ms Jauncey was the type of HR specialist Andersen has invested a lot of time and money searching out, and he expected the benefits to be significant.
“In the past three and a half years we’ve been getting the right people,” he said.
“We have had to use headhunters and we’ve spent time on branding. We’ve already had significant growth and the challenge is to keep that strong and continue to grow.”
Ms Jauncey moves from Churchill Executive Career Agents and will be responsible for developing the human capital division, which will concentrate on HR specialties such as salary packaging and international people solutions.
Ms Jauncey said this department was a first for Perth.
The division was set up in the eastern states in 1998 and Nick Pond, the man responsible for its successful implementation, said he expected the same success from the Perth office as had been achieved in Sydney and Melbourne.
“More and more global consulting firms are seeing significant growth, and human capital is growing significantly,” he said.
“We have gone from 30 people on staff to about 100 people in human capital.”
Andersen (Perth) managing partner Frank Cooper said the human capital department would help companies bridge the gap between organisational and people strategies.
“Organisations know the importance of developing an organisation strategy, and are aware of people strategies, but they don’t know how to join the two,” he said.
Ms Jauncey said that, in order to achieve that union, the group’s global network would provide a comprehensive human capital package.
“It has four main areas – international employment solutions, compensation strategy, people strategy, and mergers and acquisitions. It’s not me alone working on this, I can use global resources,” she said.
Essentially the newly-formed department could lead to the demise of many in-house HR divisions because the human capital can tap in to Andersen’s global network. But that’s a while away, according to Mr Pond.
“The outsourcing of a human resource function is still quite new globally,” he said.
“With HR there’s a lot of process. Our focus is to help the company restructure the design work.”
The department should grow from two to six employees in the next two to three years, Mr Cooper said.
“Our research shows there is clearly a market out there,” he said.
“We concluded we needed to establish a human capital group here with people with the right background.
“My feeling is that we will have up to six people over the next two years. They will be human capital people sourced from outside Andersen, not accountants and tax people.
“Then we will look at taking a graduate.”
Ms Jauncey’s appointment was a decision not taken lightly, Mr Cooper said.
“We deliberately took a couple of months,” he said.
“Sue is delighted to come on board. When we made our offer to her, she had received an offer somewhere else with more money, but chose this area.”
Mr Pond said Ms Jauncey was the type of HR specialist Andersen has invested a lot of time and money searching out, and he expected the benefits to be significant.
“In the past three and a half years we’ve been getting the right people,” he said.
“We have had to use headhunters and we’ve spent time on branding. We’ve already had significant growth and the challenge is to keep that strong and continue to grow.”
