People & Culture Manager – Hear and Say

Windsor Group has been appointed by Hear and Say to manage this executive search. As a profit‑for‑purpose organisation, we support our clients through ethical, values‑aligned recruitment across the nonprofit, government and commercial sectors.

Since 1992, families across Queensland have trusted Hear and Say for integrated hearing and speech services, supported by our strong clinical partnerships with GPs and ENT specialists. With more than 30 years of service, Hear and Say has grown into a leader in hearing and speech services for babies, children, and adults.

Technology continues to advance, babies are diagnosed earlier than ever, and our knowledge of the brain and auditory system has deepened. But some things will never change:

• The dedication of parents and carers who want the best audiology care for their families.
• The joy in a baby’s eyes when they hear their parent’s voice for the first time.
• The passion of our team, walking alongside every family and individual we support.

“Hear and Say began with a dream,” says Dr Dimity Dornan AO.

“That dream continues today, bigger, brighter, and reaching more people than ever before.”

Hear & Say is emerging from a period of significant organisational change, restructures, role redundancies and leadership change.  Morale has improved but there is still some concerns due to continued change in a rebuilding phase.  The workforce is highly educated, globally recognised, and passionate, particularly the clinical team.

The organisation is in a rebuilding phase: systems, processes, governance and internal structures require stabilisation and improvement. A new CEO (Scott) has been appointed and will be involved in key recruitment decisions.

Organisational plans for the future:

1. Rebuild and Stabilise the Organisation

Hear & Say is in a rebuilding phase after significant change, restructuring, and loss of key knowledge holders. The plan is to:

• Re‑establish stable operations.
• Reduce friction caused by outdated systems and processes.
• Restore organisational confidence and continuity.

2. Strengthen Leadership and Key Corporate Functions

A major focus is on building a capable leadership and operational team, including:

• Hiring a new CEO (Scott) and ensuring his involvement in key appointments.
• Recruiting critical roles: EA, Marketing Manager, P&C Manager, followed by other key roles.

3. Improve Systems, Processes, and Infrastructure

Future plans include:

• Fixing IT infrastructure and reducing delays in setups and technical support.
• Implementing improved clinical systems, CRM, donor systems, and database solutions.
• Correcting poor configuration of core platforms.
• Addressing fragmented or outdated processes across clinical and operational teams.

This is about creating a “well-oiled machine” with consistent, reliable internal systems.

4. Rebuild and Grow Marketing & Fundraising Capability

The plan is to:

• Re‑activate and strengthen marketing activity strategically.
• Implement a new GoToMarket strategy.
• Rebuild fundraising capability in alignment with marketing.
• Move the organisation from $1M to an additional $4M in revenue by 2027–28.

This is a multi‑year growth plan requiring close alignment between marketing, partnerships, fundraising, and BD.

5. Implement Culture Framework and EVP

Hear & Say has a new:

• Culture Framework
• Employee Value Proposition (EVP)

Both need to be implemented and embedded to support staff cohesion, values alignment, and trust—particularly after several years of organisational disruption.

6. Improve Workforce Planning and HR Foundations

Plans for People & Culture include:

• Developing consistent salary structures, benchmarking, and contract templates.
• Fixing performance management systems.
• Addressing WHS more comprehensively.
• Supporting part-time workforce complexity and stabilising staffing across clinical teams.

The goal is a more structured, predictable, and supportive employment environment.

7. Reduce Silos, Improve Collaboration

Future direction is to:

• Break down silos.
• Improve communication flows.
• Ensure all teams work together toward shared goals.

8. Controlled Service Expansion

The organisation is not aiming to become a large national service but will grow strategically. Plans include:

• Strengthening existing sites.
• Growing outreach and telehealth services.
• Expanding in areas like the Ipswich corridor where there is demand.
• Ensuring clinical staffing gaps are addressed before scaling further.

Growth will be measured, sustainable, and aligned with capability.

9. Maintain Strong Clinical Reputation

Hear & Say intends to protect its reputation as:

• A globally respected clinical organisation.
• A leader in listening and spoken language therapies.
• A provider of high‑quality service to families.

Client satisfaction is already high, and the plan is to uphold and build on that standard.

In Summary

Hear & Say’s current environment is characterised by:

• Rebuilding after major organisational disruption.
• Staff uncertainty and some change fatigue.
• Technical and operational systems that need upgrading.
• A clinically excellent organisation.
• A strong desire to stabilise, break down silos, and move into a controlled growth phase.

Role Context

• Reports to the COO.
• Brownfield environment: some strong foundations, but there a gaps and opportunities for business improvement.
• Organisation size: ~70–75 staff, with a high proportion of part‑time employees and contractors.

Core Responsibilities

• Stabilise and rebuild the HR function.
• Workforce planning across clinical and operational areas.
• Salary benchmarking and establishing consistent remuneration frameworks.
• Redesign and implement performance management structures.
• Review and update all employment contract templates.

• Oversee WHS, including modernising practices beyond compliance recording.
• Lead Respect@Work implementation.
• Support EVP rollout and embed the new culture framework.
• Improve integration and collaboration between clinical and operational teams.
• Manage ER/IR matters confidently and independently.

Systems & Process Improvements

• Systems reset required.
• HRIS: Employment Hero.
• Ensure HR processes are standardised, efficient, and aligned across all locations.

Candidate Requirements

• Experience in the Nonprofit sector is essential.
• Hands‑on and comfortable in a role that blends strategic and operational work.
• Resilient, practical, and able to work comfortably in a medium sized organisation.

Expectations & Ways of Working 

• Take stock of current state, diagnose gaps, prioritise actions, and build structure.
• Ensure alignment across teams and avoid siloed practices.
• Contribute to building a stable, cohesive, values-driven workforce.

Download Position Description Here

The ideal candidate is a hands‑on, resilient and deeply purpose‑driven HR leader with proven success in a medium‑sized nonprofit, bringing strong HR/IR capability, calm pragmatism and the maturity to guide an organisation through transformation with steadiness and heart. Exceptionally organised and strategically minded, they excel at diagnosing gaps, rebuilding HR foundations and embedding culture, while fostering trust across highly skilled clinical and operational teams. With a talent for workforce planning, performance frameworks, WHS, contracts and contemporary people practices, they’re equally comfortable rolling up their sleeves or advising at a strategic level. Above all, they are emotionally invested in the mission, someone who finds meaning in supporting staff so that babies and children with hearing impairment can thrive, making them the stabilising, collaborative and values‑aligned partner this joyful organisation needs as it moves into its next chapter.

Windsor Group and Hear and Say are committed to equal opportunity employment practices. Applications will be assessed on merit, and shortlisted candidates will be invited to interview. An offer of appointment will be made to the applicant whose written application and interview performance best demonstrate their ability to meet the requirements of the role.

Windsor Group will review applications as they are received. We encourage early applications, as screening begins immediately. Process steps:

• Initial screening by Windsor Group
• Consultant interview
• Client panel interview(s)
• Assessments (if required)
• Reference checks

Indicative timeline:

• Weeks 1–3: Screening
• Week 4-5: Windsor Group interviews

We will keep candidates updated throughout each stage.

When submitting your application, ensure your application includes:

• An up-to-date resume (in Word format)
• A covering letter (in Word format) outlining your interest and expertise relevant to the role

Please register your interest today by forwarding your cover letter and your resume in WORD format quoting reference number KCPCHS to apply@windsor-group.com.au or contact Kym Cheatham on 07 3211 0001.

Your application will be acknowledged by email within one business day.

View the live job advertisement here