Having moved from functional model to business unit model, there was a need to ensure that the workforce had the right capabilities, activities and level of resource to implement the new target operating model and deliver its new 3-year strategy, and to provide opportunities for career development and progression to ensure retention of those skills.
Aligning to the overarching 5 strategic priorities, an assessment of the organisation’s role families was undertaken and, based on future demand requirements, a skills gap was identified and addressed through a series of interventions labelled under ‘build, borrow and buy’.
