Case Studies

We have worked with a range of organisations to assist with their HR function, large organisations with centralised HR teams and smaller organisations without a dedicated HR resource. We’re flexible. Our services are tailored to each of our client’s unique situation and needs. The people and culture of your organisation are what makes it special, and should be enriched.

Workforce Planning

Undertake a workforce planning project to identify future workforce needs, including technical staff and areas skill development. Identify pathways for recruitment of technical roles. Develop a risk matrix relating to key roles within the organisatsion.

Workforce Planning

Project Scope:
Undertake a workforce planning project to identify future workforce needs, including technical staff and areas skill development. Identify pathways for recruitment of technical roles. Develop a risk matrix relating to key roles within the organisatsion.

Organisation Profile:
Rural provider with a twelve-bed Residential Aged Care Facility and a 40-villa Retirement Village. Annual turnover of approximately $1.3m and employing approx. 20 people.

Findings:

Very limited employment pool within local town to recruit technically skilled staff.
Limited forecast population growth within the town and surrounding areas.
Aging population in the town and surrounding areas, typically caused by young people moving away for university and employment opportunities, and older “tree-changers” moving to the area.
IT skills severely lacking within the current staffing body; a key skill that will be required in the near future.
Non-technical skills such as customer service and managing conflict identified as future skills required for the sector based on changes in consumer expectations.
Some funding available to assist skilled people with relocation fees that the organsiaiton may be able to utilise to attract skilled staff when needed.
Opportunities to work with local high schools, TAFE, and Registered Training Organisations to develop recruitment pathways.
Opportunities to sponsor skilled overseas workers if local talent pool does not deliver.

Implementations:
Implementation of a workforce planning strategy with clear actionable items to develop employment pathways within the local community. Increased awareness of opportunities to engage technically skilled staff from Australian cities or overseas.

Recommendations:
Training and development schedule recommended to develop skills of the staffing body to meet the needs of the sector.

Outcomes:
The organisation was better prepared to navigate future skills needs, with a clear understanding of shortages within the local talent pool and where opportunities lie to recruit skilled staff.

Performance Management System

Following a benchmarking and organisation structure review, we were engaged to undertake a Performance Management System project to completely overhaul their existing systems which were outdated and disjointed.

Performance Management System

Project Scope:
Following as benchmarking and organisation structure review, we were engaged to undertake a Performance Management System project to completely overhaul their existing systems which were outdated and disjointed.

Organisation Profile:
Home Care organisation in a major city that has undergone rapid growth. Organisation has an annual turnover of approx. $5.5m and employs approx. 90 staff including a management team comprised of six people.

Findings:

No link between strategic plan and performance descriptions.
Ambiguous or irrelevant Key Performance Indicators (KPIs)
Inconsistent formats for position descriptions.
Outdated performance appraisal documentation.
Performance appraisal documentation had no link to position descriptions.
Lack of clarity around what constitutes under performance.
Lack of consistent documentation when managing poor performance.

Implementations:
Implementation of a robust performance management system, encompassing updated position descriptions, revised annual performance appraisal tools, and new documentation to manage under performance.

Updated position descriptions to ensure consistency in wording and formatting. Inclusion of Key Result Areas (KRAs) that link to organisational strategy to ensure all staff within the organisation are working towards the same goals. KRAs drill down to KPIs that are qualifiable or quantifiable.

The performance appraisal tools were revised to reflect the new position descriptions and include referenced to Key Result Areas, Organisational Vales, and KPIs. Due to KPIs being qualifiable and quantifiable, the ambiguity relating to identifying and managing under performance was removed and the process became more consistent across the organisation.

Outcomes:
The organisation was able to transition smoothly to the new system. We attended staff meetings to present the new process to the staffing body. We undertook training with key personnel to ensure the tools were utilized to their full extent. The organisation reported greater role clarity with relation to responsibilities and outcomes, along with improved interpersonal relationships due to increased structure when managing under performance. Staff morale also improved as the annual performance appraisals delivered practical outcomes.

Succession Planning

Develop a succession plan to act as a living document to manage key roles within the organisation. Develop a comprehensive skills matrix across the organisation and identify areas of skills shortages. Identify staff with potential for progression into management roles.

Succession Planning

Project Scope:
Develop a succession plan to act as a living document to manage key roles within the organisation. Develop a comprehensive skills matrix across the organisation and identify areas of skills shortages. Identify staff with potential for progression into management roles.

Organisation Profile:
Disability organisation in an outer regional area with an aging management team. Organisation has an annual turnover of approx $4.6m and employs approx 80 staff including a management team comprised of seven people.

Findings:

One member of the management team looking to retire in the coming 1-2 years.
Three members of the management team looking to retire in the coming 3-5 years.
Skills analysis identified strong skill mix within the management team.
Skills analysis identified two candidates for progression into two management roles, providing adequate training and development.
Limited recruitment opportunities for technical roles such as finance, care manager and human resources manager.
No candidates for the CEO role were identified.
Two management roles earmarked for potential as remote roles, broadening the candidate pool when time to recruit.

Implementations:
Implementation of a succession plan inclusive of an action plan, risk matrix and development schedule. Bi-annual meetings to review succession plan and update actions as required.

Outcomes:
The organisation was able to successfully manage the retirements of over half the management team in a three-year period with purpose and forethought, mitigating risk associated with loss of key roles within the organisation. The organisation was able to maintain it’s culture and identity, with minimal disruption in the day to day operations with the exiting and onboarding of key staff.

Case Studies

Workforce Planning

Performance Management System

Succession Planning

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