Review and improvement of a national manufacturers HR and business processes.
The objective of this project was to reduce HR overheads, increase business profitability and return the enterprise to a sustainable condition.
MHC were engaged to review 70 employee roles and their ability to fulfil their role obligations. The project required widespread consultation with the Board, Senior Executives and Operations.
This approach was combined with a deep analysis of both Human Resources and business data to assess team and individual capability against their performance criteria.
As a result, a significant redesign of the roles and their activities contributed to an organisational turn around which has restored the entity to profitability. The project was a success, reducing overheads, whilst increasing business sustainability.
Strategy and organisational alignment project.
MHC was engaged to devise the organisational structure and subsequently design a workforce plan capable of sourcing the businesses critical talent (immediate to 1-year period).
The talent strategy targeted a blend of key personnel from the existing business, as well as external professionals from the health sector and broader employment market.
Phase two required us to build a strategic workforce plan capable of sustaining the future requirements of the aged care provider over a 1 - 5 year period.
We reviewed existing talent data to develop assumptions regarding staff turnover and anticipated promotion rates (in addition to external market data which would impact on the workforce). We also assessed the organisation’s future customer demand to anticipate the likely future workforce profile required to meet these requirements.
One of the key focus areas for the project was to determine the critical talent required. The business needed employees with transferable skills who would be able to migrate in to either new or established positions, considered critical to the organisation’s performance.
MHC ensured high performing individuals were identified, retained and ultimately placed on a developmental pathway, to assist them in becoming qualified with the required skills and experience to meet their role deliverables.
Our client is now robustly sustainable, has improved its consumer quality and has proven to be consistently profitable since our initial engagement 3 years ago.
Quality evaluation of a leadership development programs process, methodology and workplace effectiveness.
MHC was engaged by one of Australia’s pre-eminent Universities to independently assess its leadership program, which required us to evaluate its engagement, behavioural change, technical development, participants program performance and their feedback.
During the project we employed a blend of qualitive and quantitive techniques to validate and build broad insight. Through this process we were able to establish a number of areas for improvement.
Consistency, validation and the mechanisms used to engage the participants were considered limited. We provided a range of recommendations and solutions to address these areas and delivered a quality framework which has been in use for over 4 years.
Employee capability-based assessment framework.
MHC designed and developed a program for a large, complex government organisation.
The project involved a briefing with Senior Leadership and the Human Resources team to understand and monitor their workforces tiered performance output.
MHC’s experienced team of psychologists developed a bespoke 360 product which was aligned to the Public Service Commission’s capability framework.
The survey combined feedback from traditional 360 respondent sources, as well feedback from key external stakeholders (end users) which provided us with a key input for employee performance and insight targeting their professional development.
The program was rolled out across a number of departments, from Senior Executives to frontline personnel. The program was considered very effective and hugely successful based on feedback from the project sponsors.
A top 50 ASX construction and engineering provider required a customised psychometric product which could accommodate the needs of their entire workforce, which consisted of over 30,000 employees.
MHC was engaged to develop a consistent psychometric process to screen, select and develop employees, using one single product spanning their frontline, managers and leaders across a range of blue- and white-collar business functions.
The project focused on two priorities;
Develop a competency framework with 3 job tiers, providing a consistent framework to define and benchmark employee ability (i.e. Problem solving and their behavioural traits i.e. compliance and safety).
Customise the psychometric reporting to adopt the client’s organisational values, competency language and definitions.
This organisation was originally using 5 psychometric providers to meet the diverse needs of its workforce. Historically the organisation had struggled to find one assessment provider who could meet their needs using just one product.
MHC selected a product based on its significant global and national benchmarks, as well as the customisable function of its reporting. Due to the flexibility of the product, our client was able to stipulate the format of the reports, ensuring their organisational values, capability descriptors and definitions were used (automatically mapped).
We also used a psychometric process to assess the organisations high performers, creating an aggregate report which was used to identify common abilities and behavioural themes across this group of individuals. These themes outlined the success profile.
With the work on the success profile complete, each new applicant was screened and if suitable, selected depending on how close their ability and behavioural profile matched the success profile.
The suitability of newly recruited employees has significantly improved as a consequence of our psychometric program. This has been demonstrated by improved employee retention, employees remaining well beyond the probationary period, increased productivity and improved quality of employee service. This was validated by the talent and business metrics used in the organisation.
Evaluation of a health services performance management process.
MHC was engaged to review a leading national health organisations employee performance management system which was considered bureaucratic and ineffective.
Through a series of workshops with senior leaders, managers and front-line employees, we were able to identify a number of reasons why the existing performance system failed to engage and develop their employees.
Based on recommendations and insight gained from stakeholders and employees, supported by extensive research across a range of other well regarded national and global health providers, we introduced a range of measures, systems and training to address the shortfall.
The recommendations included Manager and Leader training to enhance the structure and approach to performance meetings, more frequent, shorter, sharper performance discussions, and the use of mobile technology to deploy a living breathing score card for performance records.
This project was highly successful. Our client continues to use the new practices we introduced in their daily routines seeing a far more engaged and aligned workforce.
Enhancing a global resource providers talent attraction, promoting a larger, more diverse volume of quality applicants.
MHC were engaged to develop an Employee Value Proposition, whilst developing more contemporary media channels to the recruitment market and streamlining the recruitment and talent management process. The project took 3 weeks to deliver, following a series of consultative briefings and workshops.
The outcome from this work resulted in a cost saving to the organisation in the order of $800K per annum, due to reduced expenditure on agencies and the improved quality of applicants hired into the business, thus benefiting both retention and productivity.
A leading national health provider required support to screen and select specialist medical staff for its organisation, in particular to introduce a consistent, valid screening and selection process for the recruitment of new employees.
The project had two main goals:
To identify a proven benchmark (success profile) capable of qualifying the ability (i.e. problem solving) and behavioural attributes (i.e. resilience) of high performing medical specialists.
To adopt a psychometric product which could screen and select applicant medical specialists against the success profile.
The success profile was developed using existing talent management data to identify high performing medical specialists based on their past productivity, workplace performance, quality of role contribution and qualitative measures, to substantiate that they delivered above average performance to the organisation.
Our client deemed the project a success, seeing reduced turnover of staff, with longer employee tenure and a lift in productivity.