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Technology

Carsales
Team Development, 2020

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1. What was the objective?

Using a 90 minute online workshop format, we targeted key skills that needed to be developed as a result of people moving to virtual working. This format allowed us to target specific skills in a succinct and practical, hands-on way.

2. How did we do it?

Each 90 minute online session was broken into two halves. This allowed us to focus on two main subject areas. For example, the session on ‘Presenting Online’ was focused on ‘becoming the anchor’ and ‘using time to create momentum’. This targeted approach to skill building was carried through all topics like Priority Management, Self-Awareness and Understanding Strengths.

3. How was it integrated and what were the results?

The sessions were easily integrated as they had a focus on the tools each participant could use when back on the job. The results were seen in the increased effectiveness of online presentations and the ability to manage priorities in a virtual working format.

Carsales
Leadership Development, 2020

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1. What was the objective?

This program was designed to give the Leadership Team specific skills for leading a virtual workforce. This program was delivered in a short and sharp 90 minute format to target specific areas in each session.

2. How did we do it?

Working in collaboration with the People & Culture Team, we defined key areas that needed to be developed in the Leadership Team. Focusing on topics like ‘lifting motivation’, ‘delivering feedback’ and ‘applying coaching’, we analysed the context and considered how to do this effectively while leading remotely.

3. How was it integrated and what were the results?

As each leader worked through the challenges of leading a remote workforce, the content from each session was integrated into their everyday roles to boost capability. They worked on specific techniques and tools to support the leadership of virtual teams and maintain engagement.

SS&C (Bluedoor)
eLearning Development, 2019

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1. What was the objective?

Focusing on a range of technical skills that were required in new employees, we created a series of modules that centralised important information and intelligence. This complemented the existing knowledge the team had and created an additional point of truth for ways of working.

2. How did we do it?

In a series of eLearning modules, we created a ‘how to’ approach in line with the ways of working at Bluedoor. We presented information on topics like Navigating Confluence, An Introduction to Jira and the System Development Life Cycle to support the Bluedoor team in project management, information sharing and collaboration. These modules gave each new employee a consistent understanding on how to approach their employment at Bluedoor.

3. How was it integrated and what were the results?

The modules were integrated into the induction journey for each new employee. Complementing the on the job training, they received these custom-designed modules to have a resource to further their understanding or return to when required.

SS&C (Bluedoor)
Strengths Leadership Program, 2021

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1. What was the objective?

This team’s core responsibility is to take the organisation’s strategic direction and enable it through the frontline. The team had been through significant business change and leadership change over the years and it was time to re-group and set some foundations for future success.

2. How did we do it?

We began by taking the entire Leadership Team, including Senior Leaders, through the CliftonStrengths assessment, then debriefing them on their top natural strengths and how these show up in their leadership. With these strengths acting as the foundation of the program, we then ran four virtual workshops on understanding strengths and using them to drive results, execute strategy and enable innovation.

3. How was it integrated and what were the results?

The program ran over five months – with each month having its own focus. The program helped leaders understand how and why they lead a certain way, and increased strategic leadership through communication, collaboration, accountability and courage. The leadership team now have collective ownership of the strategy, people and work and a universal rhythm they are working towards.