We provided strategic guidance on a transformation program over a 16-month period to reshape Learning and Development across multiple airlines and functions in the Qantas group. As a result, we modernised learning approaches, improving effectiveness and efficiency without compromising safety and compliance.

Our learning experts designed and implemented a technical academy to create sustainable capability in core operating functions.  We introduced and sustained continuous workplace learning, creating a more connected, collaborative organisation.

The team at SCHN were drowning under a sea of demand for software training. We helped them find ways to reduce the training burden using more sustainable approaches, while protecting patient care.

Our learning experts led a global collaborative effort involving more than 50 leading practitioners and experts to refresh the LPI’s Learning and Development Capability Map in 2018. This contemporary framework defines the competencies required by a modern L&D team to meet the needs of organisations today and equip them for the future.

Using the LPI Capability Map, we guided NAB to define the capability required by their learning team to successfully implement their modern organisational learning strategy. We assessed current L&D team capability and assisted NAB to create a strategic action plan to build capability.

Sport Australia’s Women Leaders In Sport program ground to a halt for the first time in 18 years when COVID-19 hit. We supported the redesign of their learning program to leverage the online environment, while evaluating it to identify further improvements. We’ve also been engaged to deliver professional development sessions on the programs and help establish a Women Leaders in Sport network.

In response to an independent review of the APS, the Australian government committed to develop an APS Learning and Development strategy. We provided evidence-informed insights into best-practice approaches and facilitated stakeholder consultation. We helped write their L&D strategy and action plan, equipping them to build a highly capable and future ready workforce of 150,000 people.

Orica, a provider of mining blast services and supplies, made a significant shift in their business strategy. Faced with talent shortages and an ageing workforce, they needed to improve invest more in learning. Learning Uncut helped to develop an organisational learning strategy and optimise Orica’s global L&D operating model. Our evidence-informed approach built the case for change, positioning L&D to boost skills development and competitiveness.

To achieve their growth ambitions this property developer needed their people to work and learn differently. Using the L&D Strategy Builder service, we supported the L&D leader to develop and implement a strategy to create ‘an empowered and future-ready workforce; learning for tomorrow, today.’ This included launching their Future Ready Careers flagship initiative covering critical business capabilities and career development opportunities.

This small, growing financial advisory firm needed to adopt learning approaches that would help them to scale rapidly. Our experts guided them using the L&D Strategy Builder process. They adopted peer to peer learning, reducing silos, strengthening connection and leveraging internal expertise. We developed role-specific development toolkits and redesigned their L&D Operating Model to deliver on their strategy.

Since 2019 Learning Uncut has assisted the TAFE NSW Capability team to develop business-centric capabilities and practices in performance consulting and evaluation. We’re now guiding them to create a 3-year learning strategy to help build a workforce that aligns with the TAFE NSW 2022-2025 strategic plan.

Merivale’s people leaders faced the challenge of having varying levels of seniority, impact and decision-making that were not clear or consistent across the business. They also lacked a common framework for evaluating performance and development. To address this problem, a bespoke skills development framework was designed using a human-centred design approach. It was hosted on an engaging SharePoint portal. The framework was supported by a holistic skills development approach and toolkit aimed to equip leaders with the skills and mindsets needed to meet their business strategy. The skills development approach was co-designed to support performance and development, upskilling and reskilling, internal mobility, learning, and recruitment.

This global insurance provider with around 159,000 employees worldwide had deployed skills tech in the organisation, however, they were looking to create career pathways using the skills technology. We created an enterprise skills management approach and a skills development toolkit for the underwriting team. The toolkit aimed to enhance their customer and market excellence, strategic acumen, and future focus skills through a comprehensive development approach that could easily be accessed by its employees. The toolkit demonstrated high usability and impact, as evidenced by positive feedback and utilisation from the employees. The skills approach and toolkit was subsequently implemented globally across the organisation.

Historically, learning has grown organically and because of the business structure, a lot of the learning is in-person. There are areas of opportunity and work conditions that need intervention to ensure an optimal learning operating model.
The solution was to work on the five key elements of the L&D Operating Model: learning methods, technology stack, L&D workflow, organisation structure, and skillsets. The solution involved conducting sessions to map the current state, identify the future state, refine and detail the operating elements, and walkthrough and handover the detailed L&D Operating Model. We received great feedback immediately on the handover and are currently working with the client to ensure a smooth transition.

Macquarie Bank had over 500 people managers who had risen to their positions based on their expertise. However, they lacked the skills and resources to effectively lead their teams and foster a positive work culture.
To improve the skills and resources of over 500 people managers who had become managers due to expertise, we created a Leadership Skills Development Portal on SharePoint. The portal provided the managers with tools and resources to enhance their leadership, culture, and risk management capabilities. The portal was designed based on human-centered design principles and the key moments that matter in the employee lifecycle.