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Strategic Workforce Initiatives

A common term is that our people are an organisations most important and valuable asset.

Whilst this is true, our people are often the one thing that keeps managers awake at night.

Realise Performance Consultants use a solutions based approach to address and resolve workforce challenges.

Through our strategic approach to workforce, our solutions increase individual and team effectiveness, align cultures and ultimately improve organisational efficiency.



We do this by:

  • Analysing the workforce and establishing workforce plans and strategies to align with the organisations strategic direction
  • Further aligning teams through workshops with a focus on strategic engagement and customer focused service
  • Providing a range of tools designed to help managers manage effectively including providing comprehensive training and coaching in the use of each tool
  • Assisting managers to deal with difficult employee issues including one on one coaching
  • Establishing innovative ways of thinking around employee conditions including restructuring industrial instruments
  • Provide strategic and tactical industrial relations support to address specific issues and ensure compliance

Case Studies

Strategic Workforce Initiatives

Realise Performance worked with an organisation to resolve the following issues:

  • The Board and Leadership team had determined that the workforce was the key to organisational growth and sustainability.
  • They also recognised that to realise this objective a culture that focused on employee engagement and recognition was needed.
  • The industry in which the organisation operated had challenges both in terms of funding and community perceptions.
  • The industry often attracted very unskilled and disenfranchised individuals.
  • There was a general perception that workers in the sector were undervalued by both employers and the community alike.
  • Employee surveys had identified that most employees did not see working in the organisation as anything more than a poor paying job with limited career options.
  • The Board and Leadership also felt that the industrial framework that staff operated under actually supported the employees perception of their place in the community.

What did we do:

  • Realise Performance established a leadership framework that encouraged innovation.
  • Undertook education for both managers and employees that focused on the Strategic Engagement of both groups in the organisation. This education created a realignment between the organisations strategic direction and employees understanding of how their role and their performance in that role fits into the future sustainability of the organisation.
  • Instigated a series of training programs for employees at all levels in Customer Service with an emphasis on the fact that every interaction with a customer can result in “Moment of Truth” which if not handled satisfactorily can significantly impact on the reputation of the organisation in the community.
  • Undertook comprehensive supervisory education in Performance Management and having difficult conversations with staff. The latter also involved one on one coaching to assist them to resolve misalignment issues.
  • Working closely with senior management, facilitated a reform to their industrial framework (an Enterprise Agreement). This work also involved working with employees and unions to establish a new innovative way forward within the limitations of the existing legislative framework.

What was the result:

  • New Leadership Framework established that more appropriately aligned operational management to the organisation strategic direction.
  • Staff surveys demonstrated that staff have a greater understanding and appreciation of their role and how it aligns with the sustainability of the organisation.
  • Customer feedback surveys also demonstrated that the quality of the services provided by the employees improved and staff are more focused on customer engagement and quality service provision.
  • Supervisors are now more confident in managing performance issues with staff. This has further reflected on a reduction in staff turnover as employees now accept that if an employee is not performing, supervisors will address the areas of non-performance.
  • A new Enterprise Agreement has been put in place that promotes equity, career paths, workforce development and more appropriate employment arrangements that effectively supports the alignment between the organisation operation and its employee needs.

Testimonials

“Chris and his team at Realise performance have been our organisation partners for in excess of 15 years.”

Frank Price

CEO Royal Freemasons’ Benevolent Institution

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