The public sector HR environment is constantly changing. These changes can mean you are constantly having to adapt your organisation’s policies and processes. At INS, helping you implement your HR strategies is what we do best. Read how some of our clients have successfully implemented change within their organisations.
Transport for NSW manage staff in a major restructure across multiple agencies.
Transport for NSW (TfNSW) provide safe, integrated and efficient transport systems for the people in NSW. They make NSW a better place to live, work and visit by working with industry partners to deliver customer-focused services.
During a 4-year period of simultaneous restructures, career transition services were needed for impacted staff in multiple departments across 7 agencies. TfNSW had no forced redundancy policy in place, so additional help was required to navigate this terrain.
Participants received a full-day induction into INS’ tailored career transition program which allowed them to ask questions and resolve complex industrial issues. Following this, employees participated in a suite of workshops centered on change management, resilience and well-being, and practical job-seeking skills. Afterwards, participants received one2one coaching, ongoing tailored workshops and job matching services. Working closely with a multi-disciplinary team, TfNSW were able to efficiently move people on with dignity and respect.
The career transition model allowed TfNSW to exceed their desired outcomes, with 97% of staff being highly satisfied with the service and reported an increased confidence in their ability to apply for new roles. Additionally, 94% of employees who opted for voluntary redundancy were still satisfied with their decision 6-months later. Amazingly, no serious industrial relations issues occurred.
For more information about our work with Transport for NSW, read our blog post: “Managing staff in a major restructure across multiple public sector agencies”.
NSW Trustee & Guardian provide employees confidence in a transition period.
NSW Trustee & Guardian (TAG) work with the state’s most vulnerable people to provide security and certainty in giving effect to their will and preferences in the management of their estate. A large scale organisational restructure in 2015 meant that many staff would no longer have roles.
As a result of this role uncertainty, TAG was experiencing low levels of employee engagement as staff were distressed about their lack of job security, being based in a regional area. They needed to provide employees with a means to identify transferable skills, develop a suitable resume, and perform well in interviews.
INS’ face-to-face, web-based and telephone coaching and workshop services ensured that TAG could effectively manage the entire process, from managing the change itself, to communications, training and development across metro and regional areas.
Initially tasked with delivering a limited number of tailored workshops and one2one coaching sessions, the support and guidance provided to the Coordinating Team was so successful that it was rolled out to 300 individuals across regional and metropolitan sites.
Law Enforcement Conduct Commission meet two-week recruitment cycle to launch organisation.
Law Enforcement Conduct Commission (LECC) provides the NSW public with a simplified, strong, fair and impartial system of law enforcement oversight. Its functions are to detect and investigate misconduct and corruption, and oversee complaints handling. As a newly established organisation, LECC needed to recruit staff in-line with the NSW Capability Framework. They needed a way to quickly and effectively attract the right people to their organisation.
INS was able to deliver 29 role descriptions and their respective evaluations in a two-week period to enable LECC to progress in its extremely short recruitment cycle. The organisation went on to meet all staffing requirements as a result, and this project led to additional development work for NSW Police Force, Land and Property Information, and Sydney Foreshore Authority.
NSW Police Force increase employee engagement using INS’ Career Development Toolkit.
The NSW Police Force (NSWPF) work with the community to reduce violence, crime and fear. With a diverse range of divisions within NSWPF including both uniform and non-uniform staff, the organisation struggled to provide their employees with career development opportunities. As a result of this, employees reported low levels of engagement as they struggled to understand the career progression opportunities available to them.
INS worked with NSWPF to design, build and implement an online career management tool to allow employees to manage their own career development and empower them to take control of their careers. The toolkit covered every aspect of a career life-cycle, enabling employees to access those parts of the toolkit most relevant to them at any given moment. Not only this, but the toolkit also integrated NSWPF’s annual performance development program and understood career structures of all staff members to provide self-directed guidance and support.
This project was so successful that it received 3,000 hits and 800 downloads 3-weeks from the go-live date and did not have a single complaint or IT issue in its implementation. A review of the program in late 2017 showed that the Toolkit remains in regular use by NSWPF staff.
Department of Premier & Cabinet South Australia invest in learning & development to roll-out the NDIS.
The Department of Premier and Cabinet South Australia (DPCSA) provides central agency leadership in responding to issues that affect the state’s future prosperity. They work collaboratively with other government departments to ensure South Australia remains a place where people and businesses thrive. The main issue DPCSA faced surrounded training their staff on transition services, and team morale. They needed a way to engage their staff and ensure they could work together to provide the best possible service.
INS developed and facilitated workshops and One2One coaching sessions to help DPCSA solve these issues. They explained the processes, procedures and strategies of case management to assist with the effective roll-out of the NDIS in South Australia. These activities not only provided team building and unification opportunities, but also provided training on how to see clients, manage caseloads, and how to set up processes. By the end of the project, the employees were empowered to provide transition services, and able to work harmoniously as a team to achieve great results.
NSW Department of Premier & Cabinet saves $34M using INS’ Talent Mobility program.
NSW Department of Premier & Cabinet (NSW DPC) are an organisation who seek to enhance the lives of the people of NSW by driving priorities, brokering outcomes and delivering programs and services. One such program was the implementation of the National Disability Insurance Scheme (NDIS) from 2015. The NDIS was a major government policy initiative which significantly changed the roles of thousands of NSW Department of Family and Community Services (FACS) employees.
INS was contracted by NSW DPC to develop and implement a tailored Mobility Pathway service for the NSW Public Sector which provided an innovative alternative to large-scale redundancies. Impacted staff were supported, trained, assessed, and matched to gain new roles across the public sector. This meant other government agencies gained talented staff, and the public sector as a whole retained the talent in which it had invested and also avoided paying unnecessary redundancies.
Hiring managers in other government agencies had access to experienced, assessed, work-ready staff to fill roles faster than usual and at a lower cost. Significant cost savings of $33.8M were realised by the end of the project on 30 June 2018.
The project also helped the NSW Government to embed some of its key public sector reforms, including the NSW Public Sector Capability Framework. This also provided a tangible demonstration of the benefits of workforce talent mobility and workforce planning.
To find out more, read our Mobility Pathway case study (coming soon).
Illawarra Region Family and Community Services minimise disruption through seamless change management.
Family and Community Services (FACS) works with children, adults, families and communities to improve lives and help people realise their potential. Their key priorities lie in child protection, housing, homelessness, and community inclusion. The main issue faced by Illawarra Region FACS was that the organisation lacked a strategic plan for transition to localisation.
For this project, INS worked with Illawarra Region FACS to set out the strategic and practical steps to align functions across the region and support the effective transition to localisation. A focus on the Executive team was maintained. This meant that INS was able to deliver a new draft organisational structure for the leadership team to breakdown silos and behaviour, and to streamline front line service delivery. They then identified an approach to support directors to work across the disciplines, while continuing to provide guidance and knowledge to their teams. Skill gaps and development needs were uncovered through this process.
As a result of this work, INS was engaged to facilitate a workshop to assist the District Executive Leadership Team (DELT) to plan its approach for transition to the OneFACS operating environment. This meant all functions, roles and responsibilities had to be identified to transition to the OneFACS environment, while maintaining business as usual throughout the transition period. The project was a success for the client, with INS guiding them to a seamless transition, minimising disruption for their employees and clients.
Ambulance Service of NSW improve the welfare and personal experiences of injured employees.
Australian Curriculum, Assessment and Reporting Authority mitigate industrial unrest by amending their capability framework.
Ministry of Health update their organisational model to create a new Strategic Relations and Communications branch.
Health Education and Training Institute and NSW Institute of Psychiatry successfully manage employees and industrial relations issues during a merger.