CASE STUDY

Translating a 3-year Business Plan into a P&C Strategy

  • A Victorian public service department had recently published a three-year business plan. The CPO needed to translate that plan into a P&C strategy.

    The P&C function had recently grown and team relationships were new.

  • Rachael Kelly designed and facilitated a full-day offsite for the P&C team, which included arranging for the Department secretary and external stakeholders to set the scene through a panel-style presentation.

  • New relationships were strengthened and ways of working together developed and agreed.

    A P&C strategy framework was created so that the team could continue building the strategy together.

Our Approach

The department had recently published its three-year strategic business plan. The Chief People Officer needed to translate that plan into a People & Culture strategy — but the team responsible for shaping it was still relatively new to working together.

Rather than write the strategy and hand it to the team, the engagement was designed around a full-day offsite. The department secretary and external stakeholders opened the day with a panel-style presentation, giving the P&C team direct exposure to the strategic context they’d be translating.

From there, the day moved into the team’s own work: building relationships, agreeing ways of working, and starting to shape the strategy framework together.

Outcomes

New relationships across the P&C team were strengthened, and the group left with agreed ways of working together — itself a meaningful outcome for a team still finding its rhythm.

A P&C strategy framework was developed during the offsite, giving the team a structure they could continue to build out together, rather than a finished document handed down from outside.

Background

This engagement was delivered under MAKR Consulting, working directly with the department’s People & Culture leadership.

Bringing senior stakeholders into the room directly, rather than briefing the team second-hand, was a deliberate design choice to build genuine understanding of the strategic context from the outset.

This engagement was lead by:

Rachael Kelly
Principal, HR & People & Culture Strategy

What this
engagement shows

A board-approved strategy only becomes useful once it’s translated for every level of the organisation. Starting with the executive team’s own accountabilities gives the cascade a solid foundation to build down from.

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