Digital Transformation
How a government agency turned the end of a four-year transformation programme into a sustainable, evidence-based operating model.
THE CHALLENGE
As a four-year digital transformation programme came to an end, this government agency faced a familiar challenge. It needed to transition from programme delivery to a sustainable operating model while ensuring it had the capability to support digital services into the future.
THE APPROACH
The agency used TalentJam to build a service catalogue that linked every service to the functions, roles and skills required to deliver it. By combining recognised frameworks including SFIA with service demand forecasting, they created an evidence-based picture of current and future workforce requirements.
Skills profiles were mapped against both current and future roles, giving leaders visibility of capability gaps, key person dependencies and development opportunities. TalentJam's demand planning capability was then used to forecast workforce requirements across both operational services and project delivery, allowing different workforce scenarios to be tested before decisions were made.
THE OUTCOME
The result was a shift from reactive workforce planning to proactive capability management.
When preparing resource requests following the 2023 election, the IT function was able to justify every requested position with evidence and secured the resources it needed. Leaders gained a much clearer understanding of organisational capability, while employees could see how their skills contributed to services, organisational objectives and future career pathways.
The organisation can now forecast demand across both projects and business-as-usual services, improving planning accuracy and allowing existing staff to be redeployed before external recruitment is required. The longer-term vision is to extend this approach across the wider government sector, creating a common evidence base for workforce planning, recruitment and capability development.