Consulting Outcomes

Enterprise Design

New CEO and Executive Entry Support : Example Client : Penford Starch Australia
Restructure : Example Client : Melbourne City Mission
Business Structure Review and Alignment : Example Client : Sugar Australia, CSR Limited
Merger and Acquisition : Example Client : Metric Australia

 

Case Study : Sugar Australia

Medium Sized Manufacturing Company
Turnover $400m
300 employees

The newly appointed CEO brought The Robbins Group in to help him re align the organisation to a strong business focus. We delivered our commercial HR outcomes by:

  • Delivering a restructure that realigned the organisation to better meet it’s business goals. Part of this was effecting a transition process that involved moving Head Office from Sydney to Melbourne and transitioning the GMs HR, IT & Logistics and the CFO out so they could go back to Sydney.

  • Taking the active role of Interim GM HR on the Executive Leadership Team

  • Straightening out the Human Resources function to a business focussed approach, developing the HR strategy, recruiting the HR team and running the function until the recruitment of the GM HR, where we then executed the Interim National HR Manager role until we filled that position. Recruiting the CFO and the GM HR and Business Services to complete the Executive Leadership Team Consulting to each member of the Executive Leadership Team and helping them restructure and recruit in their own departments

  • Developing and executing a strategy around accountability in line with the new business direction which involved:

    • Clarity of Strategy
    • Clarity of Structure
    • Clarity of Job Roles
    • Clarity of Goals and Accountabilities
    • Tools and Measures to assist in the delivery of those accountabilities.

  • Running the following conferences:

    • Executive Leadership Team Conference to develop the Vision and Values as well as a team build.
    • Two Direct Reports Conferences with all Executive Leadership Team members and their Direct Reports to align with the Vision and Business Plan and to develop Values as well as a team build. Managing the organisation’s risk in safety, EEO, Quality, Industrial Relations and critical staff retention in a period of significant change.

  • Developed the orgsnisations Training and Development Policy and designed the training system.

 

 

Enterprise Agreements

Maria has been delivering Enterprise Agreements since they were first introduced into Australian Business in 1992 under the Industrial Relations Act.

Over time, she has fine tuned her approach to a very successful and innovative methodology that is tailor made to each private sector business or public sector agency.

EA Driving Principles

 Culturally cohesive process and EA

EA is business process, emphasis on industrial and legal minimised

Business maintains a direct relationship with staff

Business knows more about what staff want and need than any other third party

Management play a critical role as decision makers, communicators and staff information resources

Staff have “skin in the game” through consultation and by the development and communication of compelling business narratives

Transparency in decisions and communications

Trading Model in negotiations

Tight management of contingencies


Recent Enterprise Agreements Delivered and Currently Underway:

Fair Work Ombudsman. Maria has been engaged for the third time to assist FWO.

Australian Building and Construction Commission

Kalari Transport. Maria and her team completed 23 EAs through 2009/10

The Arts Centre

Port of Melbourne Corporation

 

Enterprise Effectiveness

Enterprise Agreement Audits

One of the key issues that hinders performance is that business does not get the flexibilities and efficiencies that were “paid for” in the Agreement.

Maria uses her extensive industry and practical business experience to deliver the intended outcomes of an Enterprise Agreement.

Auditing the External Consultants

Are you always getting “bang for your buck?”

Often times, consultants can be so wedded to their trademarked methodology that the business outcomes don’t always arise. Sometimes, projects simply have to be rescued.

Maria applies her expertise and experience, with just a touch of her sceptical ex union official eye, to ensure that the outcomes are right for the business.

Dispute Resolution

The key to successful delivery in all of these matters is clarity, simplicity and practical, do-able resolutions.

Arbitrations

Investigations

Mediations

Trouble Shooting

Dealing with Poor Performance

Unresolved poor performance is one of the most consistent drains on business performance. Most Managers avoid dealing with poor performance. It can be difficult and very stressful.

Maria works with Managers and organisations to develop frameworks for dealing with poor performance issues. She also works one on one with Managers dealing with “performance from hell” or new managers facing their first performance management issue.

With the Victorian Department of Planning and Community Development, Maria has developed and delivered Managing Unsatisfactory Performance Workshops since 2006.

The Department mandates every line Manager to attend.

Many CEOs bring Maria in to assist with Executive performance issues. These can be complex and high business risk. They engaged Maria as a strategist and a steady hand to assist them with these very difficult situations.