A new roadmap for success
“We learned how critical it was to view change holistically.”
The unique challenge
New models are needed to streamline the operational work of functions, as businesses increasingly look for new ways to modernise and improve their organisations to meet future challenges.
One of the largest Departments of the Australian State Government were moving their regionalised support services model to a shared services model.
Following the introduction of a new time and attendance system into the organisation, a number of issues became apparent as staff turnover increased, overtime and additional contingency staff costs spiralled and engagement surveys consistently gave negative feedback.
United Outcomes were asked by the Executive Director of the Department to review the model, diagnose the scope and scale of the issues they were facing and provide a series of recommendations to address the problems.
Tools & thinking
To best support the organisation, United Outcomes developed a functional model of the regional shared service area to assess the way the department were operating their business and understand the underlying business processes, policies, operating structure and infrastructure.
We then measured these against the desired benefits sought by the department.
Our recommended model was thoroughly tested and validated through a series of on-site workshops with local management and Department Executives.
Once our comprehensive view of the existing functional model was accepted, we developed a recommended ‘future state model’ that addressed the challenges that were hampering the success of the existing model.
Our bespoke approach laid out a clearly constructed roadmap for the department to help them understand how to move forward.
With supporting evidence to enable the necessary changes to the department’s structure, processes, policies and change management considerations – the department would be able to future-proof their workforce and realise their future ambitions.
Success is never a straight line
United Outcomes recognised that some of the challenges this government division were facing were symptomatic of their overall system used to monitor and pay their staff, and an over-reliance on contingent labour.
In cases such as this, there can be a great deal of dissatisfaction when introducing new change programmes.
For the staff in the division, there had been a focus on the ‘people’ elements of change management without adequately mapping their target model to new business processes, ways of working and structure.
When the division in question had attempted to implement the new way of working, it hadn’t delivered the promised benefits.
United Outcomes took a partnership approach and worked with the division’s teams to understand how this hadn’t worked for them and identified the reasons which may have hindered them from being able to affect the desired change to the business.
It’s so much easier to deliver successfully and add extra value if the relationships you create are solid.
Throughout our time partnering with this government department, we had constant engagement and contact with the impacted staff in the corporate services area who’d been impacted by the changes.
Key to the acceptance of our presence was the recognition we understood the environment and the challenges of working through significant changes.
We don’t pretend to know everything – but we get the answers by working with the team around us.
We were keen for their voices to be heard and their recommendations for improvement to be recognised by their Executive team in Head Office.
All recommendations and structures we developed were adopted by the Department and were subsequently implemented.
It’s important for us that the tools we put in place to move our partners from A to B fit with the future direction of the business, too.
We believe in helping our clients be self-sufficient in their capabilities, rather than dependent on our involvement on a rolling basis.