Building effective innovation teams by starting with personality…

The Challenge

Australia Post is highly innovation-focused, constantly building innovation capability within its teams and looking to uncover new opportunities for growth and to connect with the Australian community.

To assist, Australia Post asked TALY to show them how personality links to innovative performance, and how this information can be used to build strong team and to help individuals to think more innovatively on a daily basis.

 

The Solution

Any solution in innovation must start with the organisational strategy. TALY tested the team to develop an understanding of the base team, innovation attributes and team mapping. We used this insight to build a bespoke intrapreneurship and innovation profiling tool, customised to the needs of the organisation.

TALY then worked with the team to identify the gaps between an innovative culture and their existing culture and the structural and behavioural barriers that stood in their way. Finally, TALY delivered a full day training program that focused on not just the fundamental innovation process but also incorporated learnings on the individual and the organisation at each stage.

The Impact

Key projects defined through the innovation process are still proceeding through the organisation however all of these projects have been built from human design principles with teams working more effectively together.

Building culture from Day 1 as a start up.

The Challenge

Vendor Panel – a tech start-up that has grown from a small team to a rapidly growing enterprise that has just taken on investment – knew that with growth comes challenges to identity, values and culture. To help minimise the impact of growing pains on culture, the team brought TALY in to leverage the insights that personality can offer in ensuring team and business growth can be delivered in a culturally sensitive way.

The Solution

TALY worked with the founders to understand the key values of the organisation, profiling the existing start-up team to identify the current mix and alignment to strategy.

Every potential new hire has since been profiled, looking at both personality, values and aptitude, to understand not only fit to role, but also alignment to culture and the existing team. This helped to ensure that new hires would support rather than negatively impact cultural needs, but also that new hires helped to bring a diversity in thinking that would round out the team.

The Impact

“We started out hiring based on gut feel and a traditional recruitment process. It didn’t always work. We started using taly to give us a consistent reference that offered some evidence and solid data to help make our hiring decisions. This has made a massive difference. We are much, much better at finding people that both fit, and help us grow in the areas where we need more depth. It is a standard part of every hiring decision. It also helps as a great management and development tool across the team as new people come on-board.”

James Leathem

Founder and CEO of Vendorpanel

Aligning teams and values at recruitment in healthcare.

The Challenge

Our client is a leading provider of palliative care in a region of Melbourne – striving to deliver quality outcomes for the community. This comes down to building strong, empowered and values-aligned teams that can ensure organisational values are delivered in every client experience when out in the community.

But first, they needed to ensure that leadership were aligned.

The Solution

TALY profiled all members of the leadership team, helping to understand not only their personalities and alignment, but also also their personal motivations and story. This resulted in a clear understand of the common threads that pulled the team together, and that would help to build alignment, a shared story and a sense of purpose.

From this, all new recruits coming into the business also went through TALY profiling, looking at fit to role. team alignment and alignment to organisational purpose and culture.

The Impact

Once implemented, the team saw a strong improvement in cultural alignment at leadership, which then translated into stronger leadership and alignment in  individual teams. Recruitment delivered a more consistent workforce, with better hiring decisions being made, and less intervention needed during the probation period.