Queensland Cardiovascular Group (QCG) has been a leading provider of cardiovascular care in Australia. However, the organisation faced challenges related to its corporate culture, leadership stability, and overall employee engagement. The recruitment processes were unstructured, remuneration inconsistent, and there was a high turnover of administration roles, causing instability within the organisation. This led to a toxic work environment with disengaged employees and poor performance management.
Building a High-Performance Culture at Queensland Cardiovascular Group
Building a High-Performance Culture at Queensland Cardiovascular Group
200 EMPLOYEES
Spring Hill, Queensland
Solution
To address these challenges, we implemented a comprehensive strategy focusing on recruitment, engagement, and retention. Our key interventions included:
Recruitment and Selection:
- Introduced structured interviews with behavioural event interviews (BEIs) based on role-specific technical and behavioural requirements.
- Established consistent promotion criteria focusing on merit rather than tenure.
Remuneration and Contracts:
- Developed a consistent approach to salary increases, considering internal relativities and external market data.
- Standardized employment contracts to ensure fairness and compliance with legal requirements.
Engagement Metrics and Communication:
- Conducted engagement surveys to gather employee feedback and implemented actions based on the survey results.
- Promoted open, authentic, and courageous communication to build trust and a positive work environment.
Leadership and Performance Feedback:
- Appointed and trained new team leaders to ensure a manageable span of control and effective performance management.
- Regularized one-on-one meetings between team leaders and staff to provide consistent performance feedback.
Policies and Procedures:
- Developed a full suite of policies and procedures to provide clarity and consistency.
- Introduced a comprehensive Code of Conduct to guide employee behaviour and expectations.
CEO Recruitment and Leadership Development:
- Recruited a new CEO with an authentic and collaborative leadership style.
- Supported the board and management team to foster a cohesive and future-oriented leadership approach.
Testimonial
“The transformation within QCG has been remarkable. From an environment plagued with instability and disengagement, we now have a positive, high-performance culture. The recruitment of our new CEO and the development of our first People and Culture Plan have been pivotal. Our staff are more engaged, performance management is effective, and the overall atmosphere is one of collaboration and trust. We are truly excited about the future of QCG.”
– Dr Robert Perel, Board Chair, Queensland Cardiovascular Group
Outcome
The impact of these strategies has been transformational for QCG. Key outcomes include:
Enhanced Recruitment and Retention:
- Structured and professional recruitment processes have improved the quality of hires.
- Consistent and transparent promotion and remuneration policies have increased employee satisfaction.
Improved Engagement and Communication:
- Engagement surveys have empowered employees by giving them a voice, resulting in actionable insights and improved workplace culture.
- Authentic communication from leadership has fostered a more positive and trusting environment.
Effective Leadership and Performance Management:
- Newly appointed team leaders have provided much-needed support and career progression opportunities for staff.
- Regular performance feedback has led to better performance management and conflict resolution.
Stable and Visionary Leadership:
- The new CEO has brought stability and a clear vision for the future, greatly improving staff morale and trust in leadership.
- The board’s proactive involvement has strengthened organizational governance and strategic direction.
