Technology operations and service governance
Connecting service ownership, accountabilities and management routines across internal technology teams and managed service providers in an organisation with 1,000+ employees.
Read case studyPeople operating model and HCM direction
- Operating model
- People services
- HCM
I led group-wide operating model and workforce integration, bringing HR, payroll, talent and workforce management into a unified model. The work connected organisational accountabilities and service delivery to the group's HCM direction.
Organisational context
A diversified Australian group with approximately 1,600 employees across multiple businesses and locations, aligning people services, workforce accountabilities and HCM platform direction.
The challenge
The engagement spanned multiple entities and locations. The group needed a coherent approach to people services, clearer ownership and governance, and technology choices that supported how those services would operate.
My contribution
I designed and embedded the unified people operating model, aligned executives and clarified ownership across the group. I centralised recruitment to improve group-wide hiring visibility and built organisational readiness to support the changes in everyday operations.
Connecting the model to technology
I led the human capital management (HCM) platform evaluation alongside the operating-model work. This connected the platform decision to the people services and workforce arrangements it needed to support. The recommendation was adopted by the Board and Executive Leadership Team.
What changed
The group had a unified operating model across HR, payroll, talent and workforce management, clearer executive ownership and governance, and improved visibility of recruitment. An endorsed HCM recommendation established the platform direction.
Outcome
The HCM recommendation was adopted by the Board and Executive Leadership Team.
Facing a similar challenge?
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