Let's connect!

Development

Strategy

Transform your approach to workplace development to create the most value for both people and business.

Learn more.

What We Partner With You For

People





























Strategy

We help you make sense of the critical people drivers that support your strategy, and partner with you to prioritise implementation of initiatives that help you win in the labour and business market.

HR Architecture






























Alignment

We review the extent to which your existing HR functions are set up to be in service of delivering the strategic agenda of your organisation, and work with you on an action plan to improve alignment.

Our Perspective

1.

Planning is not Strategy. Many organisations and teams have fallen into the trap of planning for ‘things to do’ over the next number of years, and labelling it as strategy.  You might even have a ‘current’ and ‘future’ state that you have clarity on, and a plan on how you might ‘close the gap’ – still not strategy. At least, that’s not the full picture. In this context, it’s about questioning whether the ‘future’ state will actually enable the organisational strategy. Are there alternative future states that might enable the organisation better? What is the best way to close the gap? Do you pave a straight road or a winding path? Do you jump over . Strategy should be HARD. It’s a process of questioning alternatives and making difficult decisions.

2.

Stakeholders arent consulted enough. I’ve seen organisations come up with a people strategy in less than 3 weeks with ‘intensive’ full-day workshops a couple of times. DId you consult with business leaders? frontline staff? how about the board? regulators? customers! What do they want out of your people strategy? and will that generate value for the organisation?

3.

Insufficient red threading to the overall organisational strategy. there is often a broad, implicit understanding of how the people strategy relates to the strategic priorities of the organisation – it’s easy to overlook the need for proper mapping because it feels obvious or “we just need a safe, engaged workforce because happy employees means happy customers and that means better organisational outcomes”.

4.

HR Architecture is not given enough priority to enable the desired results. Initiatives that are focused on improving the micro-level issues without an understanding of how the macro-level policies, systems, and processes can inevitably block efforts for change. 

A disciplined focus on the right priorities helps you say ‘no’ to distractions while maximising the impact of your work for those who matter.

How We Do It Differently

Our technical methodology is further informed by our values and partnership framework.

The Key Question

What is your specific yet differentiated approach to cultivating the right talent and environment so that you enable the people drivers critical to your organisational strategy? 

The WORKbythree methodology is a result of our consolidated understanding of best practices in strategic thinking, organisational psychology, and change management. We have considered the realistic practicalities of developing a people strategy in today’s business environment, and have iterated our approach based on real strategic work with our clients.

People Strategy Development.

A gathering of relevant information for analysis that will inform the people strategy development:

  • We extrapolate the organisational strategy to identify the critical people drivers that sit behind them and that need to be focused on.
  • We adopt a people lens and perform a PESTLE analysis to understand any workforce implications that need to be considered.

A mapping of the organisation’s future workplace, workforce, and work requirements based on the analysis of internal and external insights:

  • We work with you and your internal and external stakeholders to identify your critical roles and understand the shape, size, and skills you need for the future.
  • We detail the supporting culture, systems, and processes that will accelerate the impact of people drivers on the organisation’s strategic priorities.

A closer look into the workforce required matching the organisation’s critical roles, shape, and skills:

  • We generate distinct personas and test hypothesised assumptions of their needs, wants, and desires as they relate to the workplace and ways of working. 
  • We reconcile and align differences between people and organisation needs to determine the desired working environment.

An introspective view into the organisation’s current state, and outstanding gaps as they relate to the desired future:

  • We conduct interviews with internal and external stakeholders, and perform a high-level review of the workplace, workforce, and ways of working to paint a picture of the organisation’s current state.
  • We use the above information as baseline data and compare it against the organisation’s desired future, methodically highlighting the stepping stones required to bridge the two states.

A strategic mindset towards addressing the gaps between the now and the desired future as identified in prior phases:

  • We work with you to create a bespoke strategy with clear point-of-views specific for you and your organisation’s circumstances in addressing the gaps.
  • We identify your implementation priorities as they relate to (1) organisational areas, (2) people drivers, and (3) people initiatives.

A current state review of the organisation’s HR architecture to evaluate the extent to which it can enable the people strategy:

  • We work with you and your team in HR to identify areas for optimisation within the HR architecture to best enable the execution of the people strategy.
  • For more information, see the section below.

The measures of success that will be used for the delivery of the people strategy:

  • We work with you to develop relevant, realistic KPIs and OKRs that demonstrate the strategy’s progress in achieving the right results in the right areas.
  • We look beyond just the HR function, and focus on driving value in other areas including business, customer, financial, and ESG metrics.

A gathering of relevant information for analysis that will inform the people strategy development:

  • We extrapolate the organisational strategy to identify the critical people drivers that sit behind them and that need to be focused on.
  • We adopt a people lens and perform a PESTLE analysis to understand any workforce implications that need to be considered.

A mapping of the organisation’s future workplace, workforce, and work requirements based on the analysis of internal and external insights:

  • We work with you and your internal and external stakeholders to identify your critical roles and understand the shape, size, and skills you need for the future.
  • We detail the supporting culture, systems, and processes that will accelerate the impact of people drivers on the organisation’s strategic priorities.

A closer look into the workforce required matching the organisation’s critical roles, shape, and skills:

  • We generate distinct personas and test hypothesised assumptions of their needs, wants, and desires as they relate to the workplace and ways of working. 
  • We reconcile and align differences between people and organisation needs to determine the desired working environment.

An introspective view into the organisation’s current state, and outstanding gaps as they relate to the desired future:

  • We conduct interviews with internal and external stakeholders, and perform a high-level review of the workplace, workforce, and ways of working to paint a picture of the organisation’s current state.
  • We use the above information as baseline data and compare it against the organisation’s desired future, methodically highlighting the stepping stones required to bridge the two states.

A strategic mindset towards addressing the gaps between the now and the desired future as identified in prior phases:

  • We work with you to create a bespoke strategy with clear point-of-views specific for you and your organisation’s circumstances in addressing the gaps.
  • We identify your implementation priorities as they relate to (1) organisational areas, (2) people drivers, and (3) people initiatives.

A current state review of the organisation’s HR architecture to evaluate the extent to which it can enable the people strategy:

  • We work with you and your team in HR to identify areas for optimisation within the HR architecture to best enable the execution of the people strategy.
  • For more information, see the section below.

The measures of success that will be used for the delivery of the people strategy:

  • We work with you to develop relevant, realistic KPIs and OKRs that demonstrate the strategy’s progress in achieving the right results in the right areas.
  • We look beyond just the HR function, and focus on driving value in other areas including business, customer, financial, and ESG metrics.

A vital function of the organisation that supports the successful implementation of the people strategy, and enables the growth of your critical people drivers. It’s the powerhouse that gets everything working well together behind the scenes, and needs to be set up for strategic success. 

HR Architecture Alignment.

Recruitment and Selection

Learning and Development

Organisational
Design

Performance Management

Rewards and Recognition

Data and
Technology

Recruitment and Selection

Learning and Development

Organisational
Design

Performance Management

Rewards and Recognition

Data and
Technology

The Key Question

To what extent has your HR architecture been set up to identify, develop, enable, and reward the people, skills, and behaviours that the organisation deem critical to driving the organisation’s strategy?

Leading organisations are taking on a more conscious and strategic approach in connecting people with business.

Let us help you declutter the noise.