Solution: In consultation with key stakeholders, the Stockwell Bretton team designed and delivered a new performance management system, designed to manage individual performance, but align to and cascade business and organisational objectives to identify and reinforce line of sight and individual contribution to those objectives. It also included a strong behavioural and learning/development component.

To implement this system, the team designed and facilitated training workshops with executive and senior managers, then all teams throughout regional and rural Queensland (700 staff) and were designed to:

Introduce the new system and develop performance plans for each team member.

Develop standardised objectives and KPIs for inclusion in plans for teams.

Train and coach managers in in the provision of effective performance and behavioural feedback, the use of effective coaching techniques and managing poor performance.

Result: Feedback from participants about the workshops was outstanding and the success of the training program was recognised by the Executive and the Board with an achievement award. Over the longer term, the organisation experienced a significant improvement in participation in the performance management system and significant enhancement to the performance culture.

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Solution: We designed a bespoke program to prepare participants for advancement to Executive Level (EL) roles within the APS and improve advancement rates, creating a professionalised pipeline of Indigenous employees for executive roles, improving retention and job satisfaction.

Working with a Reference Group of Indigenous leaders from across the APS, we identified critical capabilities, experiences and attributes required for advancement to EL roles in different departments/agencies. Then we identified and analysed current capability and experience gaps to inform key focus areas for the program, and the most appropriate delivery approaches.

Result: Using those inputs, we designed a modularised leadership development program to be delivered in 8 modules, for which development will soon commence. To support the program, the team also designed a merit selection process for inclusion in the program that considers past performance and potential as well as a range of critical capabilities, experiences, personal attributes and aspirations.

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Solution: Working with the HR Team, we designed job families and work streams for the organisation and assigned roles to those. Drawing on best practice research and our experience with capability development, we developed a set of core capabilities for application to all of the families, defining how each capability is demonstrated for different role levels. We analysed key roles to develop a set of job-specific capabilities for each work stream, tested and refined those with managers and team leaders.

We interviewed a selection of employees, mapped their career pathways inside the organisation and told their stories as part of the framework. Finally, we desk-top published the framework to ensure it was engaging and included a range of guides and tools for managers and employees for implementation purposes.

Result: The result was a comprehensive, engaging and practical capability framework that articulated key capabilities for promotion and encouraged employees to consider and plan their career pathway within the organisation via lateral movement and promotion.

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Solution: We used a range of facilitation techniques, including DiSC behavioural styles profiling to build emotional intelligence and enhance team dynamics, as well as provide an environment for all team members to contribute to business improvement and apply innovative thinking to design of the future state. Working together, each team designed their future state culture and developed supporting behaviours as well as action plans to realise cultural change.

Result: The workshops were very successful with production of a range of innovative, but practical action plans and business cases, which have been approved and are currently being implemented by each state.

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Solution: Our team facilitated focus groups with a cross-section of managers and staff to review the existing values. Through those workshops we worked to understand the level of engagement with the existing values, key drivers for change and opportunities for improvement. We tested a range of concepts to identify key themes and confirm language preferences.

We designed a number of new values options and worked with the HR Team to refine and shortlist those and develop a set of draft behaviours to support and demonstrate the values in action. We tested those with the Executive, refined and re-tested via a final focus group.

Result: The Executive were extremely happy with the new Values and Behaviours, and they were quickly approved by the Board. Team members engaged during the process provided really positive feedback about the process and were grateful to be involved. The values and behaviours were launched at an all-staff forum, with incredibly positive feedback from all teams.

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Solution: After conducting interviews with key executive stakeholders, our team facilitated a series of workshops with functional HR teams, to identify key business and change drivers, critical HR initiatives, key outcomes, strategies and success criteria.

Based on those outputs, we worked with the HR Executive to draft the 3 year HR Roadmap. The Roadmap considered the strategic, tactical and operational priorities required to support the achievement of university objectives. It included development of a new Vision, Key Result Areas, Objectives, Strategies and Performance Measures.

Once endorsed, the draft Roadmap formed the basis for a business planning workshop with the HR group, which produced ‘project plans on a page’ for high priority initiatives and strategies to operationalise Year 1 of the Strategic Roadmap. Through the workshop series, we guided the team through effective strategic and business planning practice and applied our specialist HR expertise to ensure that the plan was realistic, achievable and would deliver on key business objectives, while reflecting industry best practice.

Result: The Roadmap and business planning workshop established the platform for the HR team to deliver on its commitments and make a meaningful contribution to the achievement of university objectives. The project empowered the teams to identify, prioritise and commit resources to high value activities and commence their journey towards a more effective strategic service delivery model, supported by greater automation of administrative functions.

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Solution: Consulting extensively with the organisation Stockwell Bretton developed a detailed change and communication strategy that would guide activities throughout the reform. This strategy provided key reform milestones and mapped associated change and communication activities to support these objectives. To address the internal and external executive interest we also developed a stakeholder analysis and engagement strategy. This strategy articulating the perceived risks associated with the project and management strategies to ensure positive engagement with these stakeholders.

Result: Our successful partnering with the organisation and external stakeholders ensured that the reform could be successfully undertaken with no reputational damage for the organisation or engaged providers. Through consistent and positive messaging that was adjusted to meet customer feedback Stockwell Bretton reduced resistance; internal stakeholders had an improved understanding of the reform while customers could readily identify the benefits this initiative offered.

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Solution: To develop a system that was fit-for-purpose, the Stockwell Bretton team undertook a detailed scoping study. Via desk-top review and a series of workshops and interviews with key stakeholders across various areas and levels within the organisation. Executive managers, team leaders, sales and relationship managers, and training officers. Based on this research, the team then developed and presented a detailed options paper for the Executive with key design principles of the system. This included considerations for both technical and non-technical competencies, agreed competency classification hierarchy; the basis for progression between these classifications; the relevant skills and measures for each classification; measurement methods to assess skills acquisition; progression timing; coaching and training requirements; and revisions to salary ranges and pay points. Once approved, the team worked with key identified stakeholders to define and develop the core competencies for each classification level and the requirements for salary progression between levels.

Result: The framework was widely consulted with employees and union representatives prior to endorsement by the executive and approval by the Board. Once approval was obtained, the team developed supporting tools for implementation including policy and procedures, assessment templates and communication and education tools. They also worked with key stakeholders to establish and train promotion and salary advancement assessment committees to ensure a consistent approach to implementation across the organisation.

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Approach: To assist the organisation change this culture, Stockwell Bretton designed a cultural intervention and implemented this via workshops with the two teams. The workshops were designed to enhance cultural awareness and provide participants with the tools and techniques to change organisational culture. The workshops provided participants with an understanding of what organisational culture is, how it develops, the influence it has on performance and morale for the immediate team, and the entire organisation. Participants worked collaboratively to define their current culture; identify their ‘dream state’ culture and analyse the barriers and enablers that prevent achievement of this culture. Based on this analysis participants were asked to consider and quantify their individual commitment to changing the current culture and working towards the ‘dream state’. Through effective facilitation, they identified solutions, actions, priorities and individual responsibilities for working towards this culture; and making incremental changes over time.

Result: Through these cultural awareness workshops, our team was able to provide staff with the knowledge and skills to improve their working environment. The knowledge transfer and ownership that participants gained provided the foundation to improve collaboration within and between teams. It also created the desire and confirmed the commitment to drive cultural change; with staff consciously undertaking activities to realign the organisation’s culture to promote an open and inclusive work environment; increasing overall staff morale.

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Solution: Firstly, through facilitation of workshops with the Executive and conduct of a 360 degree feedback program, our team identified common learning and development needs, and developed key learning objectives and priorities for the program. Through facilitation of a workshop with the Executive and key stakeholders from the business, those learning objectives were tested and refined. Once agreed, our team utilised those for the basis of development of an Emerging Leaders Program. We worked with each of the individuals, in consultation with their manager and mentor to develop an individual Accelerated Development Plan. To support those plans, we partnered with QUT to design and deliver an Emerging Leaders Training Program. The program included 8 core modules to be conducted over a 6 month period.

Result: The program was piloted with a selection of 20 identified emerging leaders with great success. Once piloted, refinements were made in response to feedback obtained during the pilot. The program is still in place and running successfully every 2 years. Based on feedback from participants and managers, as well as results from staff engagement surveys, it has made a significant contribution to engagement and retention of senior and emerging leaders.

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