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Case studies

 
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Contingent success stories

Below are some of the major projects Contingent has successfully delivered.

Further details for all case studies can be downloaded below.


Performance management transformation

Large publicly listed organisation

This organisation was looking to significantly modernise how it drives and recognises performance across its workforce.

It was deemed that the existing approach neither drove and recognised performance effectively, nor focussed enough on growth and development.

The desire was to create an approach with three key aims:

  • to ensure people focus on the work with the greatest impact on strategy;

  • to significantly improve the capability of Leaders and Managers to coach and develop its people; and

  • to facilitate the objective evaluation of, and reward for, performance whilst balancing backwards looking recognition and a forwards looking focus on growth.

We have worked with this organisation to design a modern, effective approach to performance, which draws on contemporary best practice as well as the latest research in neuroscience and organisational psychology.


Understanding and optimising remuneration

Large publicly listed organisation

This organisation was seeking to better understand the remuneration arrangements of its most senior population, which had often been negotiated on an individual basis for a number of years.

As such it was necessary to understand and model the arrangements in order to develop a new remuneration framework that was aligned to business performance and that would get wide scale buy in and adoption from the senior population.

We worked with this organisation to embed quantitative discipline within their remuneration decision making processes and to develop a forward looking approach that supports their strategy and approach to attracting, retaining and motivating talent.


Supporting rapid expansion

Private organisation making multiple acquisitions

This private organisation was experiencing both significant organic and acquired growth. The increase in team headcount and complexity required a more structured approach to multiple areas of HR, including;

  • The development of a clear approach to driving and rewarding performance.

  • Facilitating the rapid evaluation of the capability and suitability of newly acquired teams.

  • The development of a talent approach that both:

    • ensured key personnel were in roles where they could make their most effective contribution as the business grew and evolved; and

    • facilitated succession planning to ensure a pipeline of talent and expertise across various positions.


Developing a workforce strategy framework

Large publicly listed organisation

This project was to develop a workforce strategy framework to ensure the effective operation of the function both now and in the future.

The framework aligned the strategy of the team to the services it provided whilst considering how to ensure the best resourcing options were selected to meet the current and future skills demand.

In conjunction with the overall framework, a workforce plan was created to support leadership decisions for resourcing need.  Looking at a skill gap analysis, future skill need and succession planning the workforce plan enabled identification of current talent whilst planning for future needs.


Talent framework and succession planning

Large global organisation

For any organisation to achieve their business vision they need to provide a people experience that engages and motivates their employees.

A clear and effective Talent Framework was designed to ensure that leaders understood the importance of developing key talent and succession planning for critical roles.

The framework involved 5 pillars including resources, support guides and training at all stages to equip leaders to conduct and manage a three stage talent process:

  • Conducting talent reviews

  • Detailed evaluation of future potential

  • Developing key talent in line with business strategy


HR business partnering (investigation)

FIJIAN organisation

Most organisations will take an employee complaint very seriously and will look to HR to manage the process.  Sometimes there is a need to bring in an independent investigator to ensure an unbiased approach and to minimise the chance of legal action which can be costly and time consuming to any business.

Working independently we provided HR support to run a thorough investigation to understand the issues raised by the complainant.

As part of the investigation we also identified areas for improvement in the culture of the organisation, the HR process such as WHS, grievance and performance management as well as training of the leaders and management team.


Want to find out how we can move your HR department forward?