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: Stockwell Bretton worked with the project sponsor and key senior stakeholders to design an efficient process for conducting the review and planning activities. The Stockwell Bretton team initially undertook a detailed desktop analysis of documentation focused on: internal strategy, procurement and contracting activities; internal and external capabilities; and transformation objectives. Following the desktop analysis, over a three-month period, the team engaged all significant stakeholders across the department through a series of workshops and interviews to develop the commercial risk assessment. Once developed and endorsed, the risk assessment formed the basis of the transformation plan development activity.

Result: The commercial risk assessment recommendations and planning outcomes were all endorsed by the project sponsor and allocated to the transformation taskforce for execution. The transformation has commenced the project and is expected to be successfully completed in mid-2018.

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Approach: Our team worked with key stakeholders and existing system providers to assess and document the capability of the existing system, processes and outputs. We undertook meetings with the system provider to better understand if and how the system and HR information services could be enhanced to meet organisational needs in the longer term. We also conducted a detailed market analysis activity to understand alternatives in the market, capability, applicability to the business environment, implementation options and associated costs. Finally, the team identified and conducted benchmarking discussions with organisations of similar size, industry and/or workforce profile.

Solution: This paper was presented to the Executive and Board, with a recommendation that the organisation seek to procure a new integrated HRIS. This recommendation was accepted and Stockwell Bretton engaged to manage Phase 2 of the project – Project planning and development for preferred HR systems solution (procurement of new integrated HRIS through select tender process. The scope of the HRIS included Payroll, Establishment and Employee Information Management, Time and Attendance, Performance and Talent Management, Succession and Workforce Planning, Injury, Workplace Rehabilitation and Return to Work Case Management, HR Reporting (Operational Reporting, Workforce Analytics and Business Intelligence) and Employee Self-Service.

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Solution: Through close collaboration with the HR Manager and other key executive stakeholders, our team defined the key requirements for future business direction and operating model. Through facilitation of a series of workshops involving key members of the HR Team, we framed the HR Strategic Plan, identifying how the plan needed to contribute to and help drive business changes; and articulating key objectives, strategies and KPIs for the next 5 years. Once drafted, we engaged all HR team members and made some minor refinements to the draft plan.

Result: Once minor refinements were made, the team presented the draft plan to the Executive members, walking them through the key objectives, initiatives and timeframes for execution. The Executive were very pleased with the outcomes and the plan was endorsed, agreed and approved for implementation. The Stockwell Bretton team then assisted the organisation to implement a number of key initiatives and continued to coach and guide the HR team through implementation.

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Solution: Stockwell Bretton worked with the organisation to develop a transition plan for integration of this system into the production environment. A central component of this plan was to identify risks associated with deployment of the software and the development of an approach that would ensure minimal disruption to business as usual during this rollout. Through actively engaging with the vendor we developed a readiness checklist that identified all key requirements that must be achieved to ensure preparedness for transition. We conducted regular pulse surveys to identify issues associated with rollout, obtaining user experience data that detailed feedback through all stages of the transition.

Result: Through working with the vendor and the organisation we were able to develop a staged transition strategy that the implementation of this software posed minimal disruption to service provision. Working with stakeholders to prepare for and monitor transition also ensured that issues were identified and resolved as efficiently as possible and that lessons learned from each site were applied to following implementation activities. Where system functionality presented issues we worked collaboratively to develop interim solutions that would ensure no degradation in service for the customer. This approach allowed us to ensure that the organisation was not responsible for any experienced delays throughout transition.

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Solution: Stockwell Bretton engaged significantly with internal and external stakeholders, including shareholding ministers, industry and union representatives; using this engagement to identify objectives and vision for the reform and promote ownership amongst staff. We supported the organisation in identifying enhancements that would contribute to achievement of these objectives and supported the execution of approved activities through redesigning processes, workforce structure and planning and managing cultural change. We engaged with staff and senior leaders, providing training for staff to lead the change; our team offering advice and guidance throughout the reform. This approach built internal capability and better equipped the organisation for continuous improvement beyond the reform project.

Result: Through our expert advice and support the organisation was able to identify a highly effective strategy to achieve their objectives. With support from Stockwell Bretton the organisation was able to successfully complete all activities required to achieve a complete restructure and transition staff to the new operating model with limited resistance and an enhanced corporate culture. As a result the organisation exceeded their reform objectives with this initiative realising delivered savings of $10M.

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