The brief: Improve career growth opportunities in an organisation with limited upward movement.

Root cause: Narrow definition of career growth without unique engagement, retention and recruitment strategies.

The work: Collect and analyse data on career growth. Examine views, expectations, and experiences about careers. Produce a strategic document and leadership/board information pack.

Output: Career growth index, organisational structure recommendations, and profiles for career paths. Strategic recommendations for HR programs, training programs, performance management and career related internal policies.

The brief: Improve training for customers at the end of system implementation.

Root cause: Lack of compelling training offering and the ability to deliver at scale.

The work: Explore system benefits, sales pitches, product features and technical spec. Create training collateral and process elements. Select and up-skill key staff members to scale up training delivery.

The output: A training offering that is easily repeatable to standard. Trainerational process, sales pitch for training, and collateral shared between sales, product, and professional services.

The brief: Create interventions to improve quality of middle management.

Root cause: Middle management experience fails to support development and fosters isolation.

The work: Define and refine the strategic role of managers with leadership. Map out current journey and design the desired journey. Build curriculum, communication plans and leadership guidelines. Organisational structure changes to support execution. Establish manager index for tracking.

Output: Manager competency frameworks linked to key data points. Journey relevant training programs. Community building. Information loops upstream and downstream.

The brief: Roll out new working practices to support collaboration and inclusion to change resistant teams.

Root cause: Process lacks prediction and acceptance of review and updates.

The work: Analysis of players and relationships using systems mapping. Establish ‘Jobs to be done’ to address key moments of truth. Explore operational roles and challenges for rollout.

Output: Circular rollout process and service blueprint generalised for the use of different business operational teams. Communication plans for information and feedback loops.

The brief: Correct bias in a promotions process.

Root cause: We can’t tell where the bias is because the system is noisy.

The work: align leadership perspectives of what promotions are for, collaboratively design a process that creates rules that can be checked and applied equally, co-create a new system with novel touch-points that control for human bias and reinforce equitable rule application, and design processes that review for bias regularly.

Output: Wireframes for HR systems, Process map for HR operations. Comms plan for change management. Training plan for Learning and Development.