People & Culture operating model
The challenge
A large Victorian Government department was undergoing significant organisational change, creating a need for its People & Culture (P&C) function to review how it operated and ensure it was equipped to support the organisation’s future priorities. The P&C leadership team wanted to rethink its strategic approach, operating model and organisational structure to improve clarity, efficiency and effectiveness, while ensuring the function was better aligned to the needs of its internal clients.
The approach
SenateSHJ worked with the Executive Director to design a bespoke program focused on setting the P&C function up for the future.
We facilitated a series of workshops with leaders to:
- assess the current state and identify key pain points
- define the desired future state
- establish design principles for the new operating model
- co-design and test elements of the model
- consider relevant good practice
- identify the actions required to transition to the new approach
We then brought the work together into a practical operating model covering the function’s strategic context, ways of working and organisational arrangements.
SenateSHJ also supported the leadership team to redesign the organisational structure and provided strategic advice on implementation and change management to help embed the new model.
The outcome
The new operating model and organisational structure were implemented.
The work helped provide greater clarity around how the P&C function would operate, how teams would work together and how the function would support its internal clients.
Feedback throughout the engagement was highly positive, particularly in relation to the collaborative process, the practical nature of the outputs and SenateSHJ’s ability to translate complex organisational issues into a clear and usable model.
Subsequent feedback indicated the function was exceeding internal client expectations following implementation.
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