Talent & Capability Building

We worked on an integrated task force to provide joint leadership and design a new agency across all dimensions of the operating model. Our work identified the most critical skills required in the agency, assessed challenges in recruiting and retaining key roles, and defined tangible implications for the agency value proposition and implementation plan. We built the capacity of the government staff through training sessions and on-the-job coaching. The joint team successfully implemented an aligned strategy and delivery road map, building enduring capability within the agency.

We served a large state department in building leadership capability to support an ongoing transformational change. We helped develop and deliver a flagship leadership development model that would unlock the potential of the top 100 future leaders to drive transformation. This 18-month program included a talent and learning-needs assessment, personal-development plans, identification of opportunities to practice skills, and core leadership training with courses in problem-solving, public sector transformation delivery, and top-down communications. All cohorts finished the program with extremely high satisfaction after clearly defining and committing to program objectives and establishing strong sponsorship from top executives.

We helped a North American public agency in making it easier for citizens to access services and meet their responsibilities. Our focus has been on developing strategic initiatives to help companies attract, retain, and empower a highly skilled and diverse workforce as well as develop a culture that is better equipped to deliver results for citizens. We also improved the hiring process through supporting the creation of a data-enabled talent win room, standing up hiring dashboards, and identifying and addressing hiring bottlenecks. The end-to-end design of the hiring process will reduce time to hire, increase the agency’s capacity to hire, and improve candidate and agency experience.

We supported the creation of an internal upskilling and reskilling engine with three components: inclusive apprenticeship programs for blue-collar workers, reskilling and lifelong learning opportunities for existing employees, and “skilling as a service” for external employers as a way to give back to society as a state-owned enterprise. We also developed reskilling and lifelong-learning programs using best practices from existing adult-learning programs. Together, we developed and strengthened more than five reskilling programs within the first year, reaching hundreds of job seekers and reskilling nearly 100 existing employees.