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Prominence has been engaged by federal, state and local government to develop more than 100 enterprise-level and subject-specific strategic plans.

These engagements have all required complex, and often sensitive, engagement with internal and external stakeholders including boards, executive teams, staff, peak bodies and other government departments and jurisdictions. There has also often been a requirement to align with various government frameworks, policies and performance management standards to ensure that the end deliverables are fully compliant with government requirements.

Our approach is structured and collaborative to ensure full alignment between us, our clients and their stakeholders throughout the engagement. This structured and consultative approach results in an end deliverable which is objective, clear and concise. Our experienced and skilled consultants have a highly engaging approach to interviews and workshops which ensure that views and ideas are openly shared. It also means that those involved are taken on a journey and are more likely buy in and own the end deliverable and align with the organisation in meeting its future objectives.

Our consultant’s approach is also to challenge and test the key stakeholders around their views and differences, as part of the strategic planning process – this helps with gaining alignment on the future direction and on key initiatives and strategies required to deliver on the organisations’ objectives. We also use each engagement as an opportunity to upskill those involved in the process in terms of their ability to think and plan strategically and their ability to influence and drive positive change.

The end deliverable in all our engagements has always been high quality documents, approved by the client, which clearly articulates and operationalises the organisations vision, purpose, values, objectives, strategic initiatives, measures of performance along with key risks and opportunities. The use of our graphic design capability in producing the end deliverables ensures that the quality of the documents is very high and, on many occasions, used as a public facing document.

Prominence has a proud history of supporting organisations with psychosocial safety and culture change initiatives.

Managing psychosocial hazards in the workplace has increasingly become recognised as pivotal to ensuring holistic workplace health and safety (WHS) and optimal organisation performance. In April 2023, the management of these hazards became legally enforceable to all workplaces covered by the Work Health and Safety Act 2011 (WHS Act) through the new Code of Practice and Regulation.

Psychosocial hazards at work – anything that could cause psychological harm at work – may include, but are not limited to, violence and aggression, bullying, poor physical environment, low job control, poor organisational justice, or traumatic events which may result in psychological and/or physical harm. It is the responsibility of workplaces covered by the WHS Act to eliminate or minimise these hazards as far as is reasonably practicable. The new Managing the risk of psychosocial hazards at work Code of Practice (Code of Practice) provides guidance on how to achieve minimum health and safety standards however, many organisations are facing significant internal and external challenges that are further impacting on the psychosocial safety and culture of their workplaces, making interpretation and implementation of the new standards additionally challenging.

To improve workplace psychosocial safety and support culture change, Prominence has worked with organisations including the Department of Justice and Attorney-General and Ipswich City Council to:

• articulate People and Culture (P&C) roles, responsibilities and services, including performance measures
• conduct assessments of organisational fairness, organisational leadership, learning and development pathways, the operating environment, organisational structures and workload pressures
• conduct workshops to enable deep dives into understanding the current state – understanding how staff are feeling why, and the desired future state
• conduct gap analyses and identify opportunities for improvement 
• identify opportunities to link psychosocial safety with KPIs
• build conflict resilient workplaces and complaint and grievance management frameworks, including a focus on early intervention and resolution
• develop performance management frameworks
• co-design practical actions to make iterative improvements.

Our clients have reported high value from a psychosocial safety assessment tool, the Conductor PS25^TM psychological safety survey. The survey is a proven, validated survey instrument based on neuroscience that measures psychological safety in organisations. It is comprehensive (25 questions), fast to complete (<4 minutes), easy to understand, and provides current state information from which to base staff interviews and workshops. The survey measures the fundamental human aspects that drive job behaviour, links how people feel to how they perform, showcases the importance of human-centric leadership and provides actionable common-sense insights that target the organisation’s priorities.

At Prominence, we have delivered:

• baseline assessments and evaluation reviews
• review reports and recommendations in the areas of leadership, equity, communication, inclusion, wellbeing, organisation (information and knowledge management, operating procedures and process, public service versus judiciary, roles and responsibilities and standard ways or working procedures)
• leadership debriefs to review and discuss findings, key observations, recommendations and next steps
• people and culture frameworks based on the review report, best practice and unique organisational needs 
• action plans to guide implementation, including scope, resource requirements, duration, expected outcomes and metrics, communication plan and responsible owners.

We have received reports of great engagement with staff and the opportunities that were offered for them to be heard, and feedback that we provided a wide range of new, clear insights into the psychological safety of the team and its impact on people and behaviours, a clear plan forward, and a sense of optimism for the future.

Following the completion of a Development of a Human Resources (People and Culture) Framework project, Prominence was engaged to assist with the development of a People and Culture Strategy and the development of the new People and Culture structure. We were further engaged in the development of a new Grievance Management Framework, including supporting tools and resources. 

Prominence offers holistic risk management services, including enterprise risk management framework review and refresh and business continuity management maturity assessment and improvement. We are proud to work with organisations including the Queensland Curriculum and Assessment Authority, the Department of Tourism, Innovation and Sport, the Public Trustee of Australia, and the National Heavy Vehicle Regulator.

In providing our risk management services, we have previously conducted a wide range of activities as applicable to each organisation’s requirements, which have included:

• the design and delivery of risk management training for managers and team leaders to enhance technical and cultural approaches to risk management
• risk maturity assessments
• building risk management practices and procedures aligned to the International Organisation for Standardization (ISO 31000:2018) risk management guidelines, internal risk policies, framework, guidelines and any existing tools/templates
• the codesign of risk management practices and procedures with internal subject matter experts to ensure appropriate contextualisation and tailoring of content and deliverables
• review and refresh of existing Enterprise Risk Management Frameworks to ensure that it is simpler, fit-for-purpose, understood and ‘bought into’ by key stakeholders across the department
• reviews of current Risk Management Frameworks and associated policies and procedures and the subsequent implementation of strategies/ changes to develop more risk-tolerant cultures
• internal capability development and knowledge transfer to ensure staff understand the principles of risk management, the Risk Management Framework (including policies, procedures, tools etc) and their associated roles and responsibilities
• business continuity management maturity assessments, including current state assessments, where it ought to be and where it should be in the future
• reviews of business continuity management (BCM) and business continuity plans (BCPs) to ensure the approach and requirements are fit-for-purpose
• determining critical incident management (CIM) approaches, development of BCM maturity roadmaps and assisting with implementation
• the development of BCPs that provide assurance the organisation can continue to operate at acceptable service levels while implementing an effective response to a disruptive incident, and at the same time be safeguarding operations, reputation, and interests
• the development of BCMs that are scalable and adaptable to accommodate future growth and change.

Client feedback has attested to ongoing benefits they have achieved and observed. Feedback has noted the reinforcement of technical knowledge, greater executive understanding of how risk management creates and protects value, greater understanding of the importance of risk management for operational practices, behaviours and culture, the identification of action areas to implement and embed risk management, and the broader long-term achievement of improving the organisations’ risk management maturity and awareness. Our clients have continued to engage us to continue working with them, for example, in the provision of quarterly risk reports to the Board of Management and updates to the risk registers.

Successfully delivering training and development to build both leadership or capability involves a well-structure process and a clear understanding of goals and objectives.

Prominence encourages continuous leafing and improvement and has along with its consultants successfully designed and delivered a broad range of training and development courses across multiple government organisations including Transport and Main Roads, Queensland Health and CSIRO. Prominence incorporates a learning and development methodology that incorporates establishing a clear assessment of needs to produce clear objectives in developing a customised program. As with all Prominence projects, stakeholder engagement underpins the project with initial engagement to determine objectives, organisational context, strategy, challenges and previous learning experiences. Throughout content development and delivery, stakeholders are always part of a collaborative process to ensure expectations are being met or exceeded.

Content developed for programs addresses the identified gaps in skills and capabilities and incorporates industry best practice, case studies and relevant examples.

Prominence consultants are highly experienced facilitators and trainers that foster an inclusive learning environment utilising contemporary adult learning principles and encourages participation, collaboration and feedback. Prominence utilises industry standards for measuring learning and development and evaluation and reporting processes are incorporated into each learning and development program.  In a number of engagements Prominence also provides train-the-trainer development trainer such that a organisation can begin to become self-sufficient in the further development of their staff.

Prominence is committed to helping drive positive change that will contribute to organisations achieving their strategic objectives.

Prominence has undertaken over 75 workplace investigations covering a wide range of sensitive and complex issues such as:

• discrimination (race, sexual, religious etc)
• bullying and harassment
• employee misconduct
• recruitment and selection
• workplace health and safety (including complex road traffic accidents)
• employee performance, discipline and dismissal
• financial misconduct
• data and security issues including theft
• CCC matters.

Our experienced and qualified consultants fully understand the relevant legislation and best practice investigation practices which means that we can be used as trusted advisors to guide our clients through challenging and often disruptive periods. We understand that there are often cultural sensitivities, such as investigations which involve First Nation’s people, and always ensure that this is considered when we select which of our consultants to use. We have a balanced team of male and female consultants which is often a consideration where investigations relate to, for example, sexual discrimination or being bullied in a male dominated work environment.

We have a sensitive and structured approach to undertaking workplace investigations and always ensure that the client’s policies, frameworks and procedures are understood and adhered to and that the client representative is promptly notified if new matters arise through the course of the investigation (such as new allegations) and that the terms of reference are adhered to and updated by the client if required.

We are familiar with being engaged under Legal Professional Privilege (LPP) and have secure IT systems to protect sensitive client information. Our team of consultants are supported by our transcription capability and every investigation report is subject to a peer review and quality check by one of our senior and experienced team members.