Rethinking the approach to Case Manager capability uplift
The Challenge
ACC was looking for a fresh approach to capability uplift for their client recovery teams to support the important mahi they do with ACC clients. With a Capability Framework in hand and a complex operating context, there was a lot to consider. And 10 weeks to do it.
Our Partnership
Our starting point was to listen – with intent. Across consultation with around 60 stakeholders, our initial goal was to isolate the key drivers that would shape the uplift model. They ranged from seeding a new culture more focused on outcomes, to addressing role complexity across three functions, to bringing a structured approach around the newly minted capability framework.
We also knew that many of the answers already existed; in the piloting and innovation going on internally, and through agency and corporate organisations that had faced similar challenges.
Having landed the key drivers, the model itself came out of iterating and testing ideas – building an ever-clearer view of the entire Case Manager experience and the underpinning delivery model.
What did it look like? First up, Case Managers focus on the overarching case management process, the experience of clients, and tools for the job – setting the scene and establishing the right way of working. Core capability development though, comes about on the job and in the job. Supported by technical facilitators, Case Managers both drive structured development out of a portal, and develop skills with peers framed around the immediate challenges of the job, on the day. AI, scenario based learning and quality review processes all play their part.
Also key is support and business function engaging differently, on-the-job capability uplift requires well governed and highly collaborate development and delivery cycles.
“We knew this was a big ask. Really tight timeframes, extensive consultation and complex issues. Operationally, Synapsys really came to the party, engaging with a huge range of stakeholders in short order.
More importantly though they listened well and brought extensive experience to building out the uplift model. They formed strong relationships quickly and responded to what they heard.
We asked them to be brave and come up with a truly innovative model that met our immediate and long term challenges and they did it. I’m looking forward to their support in implementation as much as they shaped our strategy.”
Lesley Fulton | Manager Learning and Development at ACC
The Impact
Implementation begins. At the time of writing, the draft implementation plan is under consideration, and seven campaigns focused on priority capability areas are in development.