Transport Accident Commission (TAC)

Cultural change, a massive relocation, consolidated systems and new staff. Read how one organisation drove through the perfect corporate storm.

Detour ahead

The TAC promotes road safety, improves Victoria’s trauma system and pays for the treatment and benefits of people injured in transport accidents. Its vision is to give Victorians the world’s best run and most equitable personal injury compensation scheme – in a caring, efficient and financially responsible way.

This demands a talented and committed team, which is one reason the TAC rewards its people for good work and encourages them to develop to their potential.

In 2005 it was decided to move TAC headquarters from Melbourne to Geelong by 2009. During the upheaval, all operations had to run seamlessly. As the Victorian Government’s largest ever relocation, this required a massive change program.

With only 23% of the TAC’s 700 staff predicted to relocate, a new recruitment and education strategy became the Human Resources (HR) Department’s top priority.

As TAC Senior Manager of Recruitment & Capability Michelle Macaulay put it:

‘With strong professional development and low attrition, our recruitment, induction and training had always been segmented and ad hoc. And with no high-volume systems or best practice, we needed an entirely new approach.’

To this end, HR restructured and formed a project team of TAC operational staff who knew the business but had scant training expertise.

To complicate matters even more, 2008 saw the TAC combine 19 business systems into one. This required major organisation-wide training and materials just as the first wave of new, high-volume staff hit.

Bridge under repair

DeakinCo was asked to help create and implement holistic strategies and plans for meeting the TAC’s immediate, transition and long-term needs.

We began with a needs analysis of each division, then developed a vision statement to focus and unify aims and efforts. DeakinCo and the TAC then developed comprehensive induction programs with systematic and transition training.

We added a robust evaluation process to instil confidence with hard data on student competency and line manager satisfaction.

Taking the high road

A new training calendar typified the TAC’s shift to proactive and systematic learning. In the last six months of the project, the TAC trained an unprecedented 197 new staff across all business areas.

This and other Herculean efforts saw all TAC staff safely in the new headquarters by the January 2009 deadline. All observers were very impressed.

Thanks to this project, business confidence in our Capability & Development Team is very high. The TAC now has strategic operational learning and development frameworks and a partnership with business areas to ensure ownership and accountability. Our shift to a strategic, systematic education approach has been actively embraced – equipping us for future major structural and cultural change.

Michelle Macaulay - Senior Manager of Recruitment & Capability, TAC