Director of HR Consulting Australia
Michael Werle is an accomplished senior human resources executive with over 25 years of experience spanning the public and private sectors. He is currently a Director at HR Consulting Australia.
His career has traversed industries including tourism, hospitality, telecommunications, emergency services, construction, infrastructure, and manufacturing. Known for his commercially focused and people-oriented approach, Michael has developed and implemented innovative HR programs that have achieved national recognition for excellence.
As a strategic leader, Michael thrives on shaping organisational culture and driving sustainable change. He has successfully led complex initiatives, from designing multi-year workforce strategies to implementing advanced learning and development programs and business systems, ensuring measurable improvements in employee engagement and business performance. His adaptive leadership style and pragmatic mindset have enabled him to navigate complex organisations, aligning HR strategies with overarching corporate goals.
Michael has a technical trade background and holds a Master of Business Administration with a specialisation in Human Resources from Swinburne University. His credentials are complemented by certifications in behavioral and emotional intelligence analysis, which further enhance his ability to influence and inspire diverse teams.
He has also contributed significantly to the professional community, serving as the immediate past National President and former Non-Executive Director of the Australian Institute of Training and Development, former Non-Executive Director Australasian Corrosion Association and a former Executive Committee member of the Equal Employment Opportunity Network.
In addition to his executive career, Michael is passionate about fostering inclusive, engaging, and safe workplaces. He has been instrumental in implementing diversity and inclusion programs, mentoring others, and building partnerships that elevating organisational engagement and capability.
He maintains and enhances his professional practice through memberships and networking and has recently taken up a Divisional Council role with the Australian Institute of Training and Development and membership of the Philippines Society for Talent Development.
This chat with HR leaders and Mentorloop Industry Advisory Council members Lainie Tayler and Michael Werle explored the EX touchpoints that matter most, linking them to measurable business outcomes, and how to inspire leaders to act, not just approve budgets.
With the help of our Mentorloop Industry Advisory Council, we get into all things EX: What really is Employee Experience (EX)? Why is it so vital to every workplace? And what can HR or People & Culture professionals do to improve it in their organizations?
This session tackles the exact challenges Australian HR and People & Culture professionals have brought to us: from managing staff resisting organisational culture change to feeling behind in L&D, to questioning whether your performance management approach is actually working, these are the real conversations.
Most organisations have employees using AI tools without any formal guidance in place. That’s where risk accumulates. Drawing on insights from Mentorloop Industry Advisory Council member Michael Werle, this article covers the six things every workplace AI policy should include, why waiting to figure it out later is a bad idea, and how mentoring can help make policy adoption stick.
Performance management rarely fails at the review itself. Instead, the damage is done long before that. Drawing on insights from Mentorloop Industry Advisory Council member Michael Werle, this article unpacks why vague goals, avoided conversations, and static annual cycles set the whole system up to fail, and what HR leaders can do to fix it.
Most culture change initiatives are well-designed. The strategy is sound, the values are genuine. However, a lot of them still stall. This article draws on insights from Michael Werle, a member of the Mentorloop Industry Advisory Council, to look at why employee resistance is usually a rational response to what leaders have already modelled, and gives HR a practical framework for identifying and responding to it.
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