SAMPLE CASE STUDY PROJECT SUBMISSION: … CASE STUDY PROJECT SUBMISSION: Senior Leaders Pathway Updated: 9 September 2016 SECTION A: EXECUTIVE SUMMARY ( to be limited to one page)

SAMPLE CASE STUDY PROJECT SUBMISSION: Senior Leaders Pathway

Updated: 9 September 2016

COVER SHEET

CASE STUDY OF AN APPLIED PROJECT IN ORGANISATIONAL CAPABILITY (please refer to the checklist at the end of this template as a guide to your preparation)

Applicant Full Name: LLOYD FILER Member ID: Details removed

Job Title: Human Resources Director [Project Initiator and

Project Director]

Membership level: Details removed

Organisation: SPC Ardmona Pty Ltd

Organisation Size: Details removed to provide confidentiality

Contact Details Email: Details removed to provide confidentiality

Phone: Details removed to provide confidentiality

Address: Details removed to provide confidentiality

Guidelines for completion

Please ensure that your application is

forwarded as per requested timelines.

*Please adhere to the required wordrange per section. +/-10% word range isacceptable. Submissions that are notwithin the stated word range and exceedthe 10 % +/- rule will be returned to the

candidate.

Please use the template provided to report on and analyse a work-based HR project that you have implemented within the last (5) five years. The project focus will need to have addressed an organisational capability initiative, change or solution that has demonstrated positive business impact.

The report will outline: key business drivers, actions taken, evidence you sourced, research you conducted, key project outcomes, your key learnings and future recommendations.

Please ensure when approaching your report writing and analysis for both sections, that your focus remains on what ‘you did’, what ‘you achieved' and ‘what you learnt’ as the candidate, in your selected project.

To capture this information, there are (2) two sections to this report: SECTION A: Project Implementation and Review. This section captures the Executive Summary and advises your reader of your high level project aims and outcomes.

SECTION B: Reflection on application of Model of Excellence. This section demonstrates your application of the Model in relation to essential HR knowledge capabilities and behaviours. This section provides consideration of the key learnings achieved, including what you would do differently next time.



SPONSOR/REFEREE VERIFICATION

This section seeks to verify the evidence presented based on the sponsor/referee’s observation of the outcomes outlined in this case study. Further, the verification confirms that this is the applicant’s own work, and is an appropriate demonstration of their skills, knowledge, capabilities and behaviours relevant to this project.

The sponsor/referee may be contacted to verify the applicant’s performance and supporting evidence. Please note sponsor/referee must be at the Business/Divisional CEO level.

I hereby verify that the planning, implementation and evaluation of the organisational capability project was in accordance with the substantive material as set out in the report. Details removed to provide confidentiality

PERMISSION FOR REPRODUCTION

As a further way of contributing to the body of HR knowledge, we would like to be able to share this case study as an example of great HR capability ‘in practice’, with a view to contributing to the development of emerging HR practitioners who aspire to become ‘senior leaders’ in the profession. As such we ask that you nominate your preference from the three options below in relation to reproduction of your case study. Please tick one of the options below.

Option 1: I hereby agree to allow my case study to form part of the AHRI intellectual capital.

Option 2: I hereby agree to allow my case study to form part of the AHRI intellectual capital and post review by the NCC, I will provide a copy of the case study with confidential elements removed.

Option 3: No I don’t wish to have my case study included as part of AHRI’s intellectual capital.

Please sign and date Details removed to provide confidentiality Name: Signature: Date:

Please submit your study project submission application (in word doc format)

AND a copy of your current CV to [email protected]

Y

mailto:[email protected]



SECTION A: EXECUTIVE SUMMARY ( to be limited to one page)

1.1 Project title

SPC Ardmona Classification Review and Industry Based Training Program

1.2 Project demographics: including timeframes, budgets, number of stakeholders, etc., as way to assess the scale and scope of project.

Word range 100-200 words (dot points)

Scale and Scope:

The project began officially in mid-2007 and concluded in late 2011.

In terms of budgetary expenditure, we undertook most operational exercises within the normal operating budget of the HR team. In terms of formal Certificate training we were successful in securing both State and Federal government funding in conjunction with The National Food Institute.

Stakeholders in this project included 321 SPCA full-time employees, over 1,000 SPCA seasonal employees, the Executive Team of SPC Ardmona, SPCA Operations Management, The National Food Institute, the Australian Miscellaneous Workers Union [AMWU], Federal and State Government departments and SPCA Safety, Quality and HR Teams.

To significantly improve safety and operational efficiency outcomes across SPC Ardmona’s Shepparton, Mooroopna and Kyabram operations.

To break the generational cycle of industrial disputation and ultimately significantly improve employee and Union relations.

To significantly improve communications across the employee base.

To establish a recognised and reliable individual training qualification for employees and assist employees who may be impacted by rationalisation of SPC Ardmona’s business in the Goulburn Valley. This will be based on the nationally recognised AQF Certificate of Food Processing.

Secure Federal and State Government funding together with internal resources, to implement the program.

Forensically review all EBA employee classifications for consistency, transparency and clarity in conjunction with the AMWU.

Improve OH&S systems and outcomes within the business.

1.3 What were the key initial drivers and evidence for the project that led to its instigation?


Drivers:

Review and improve all EBA employee training and qualifications by establishing an industry-based training program in conjunction with the National Food Institute RTO. This includes establishing an internal training committee consisting of management, trainee and Union representatives.

Establish, with the RTO, defined, consistent Standard Operating Procedures [SOPs] across critical operations within the business that are aligned to competency levels required for assessment against Certificate requirements.

Improve communications across all levels of the business.

Significant improvement in Occupational Health and Safety (OH&S) outcomes for SPC Ardmona employees and management.

Establishment of over 300 traineeships for permanent employees in the industry-recognised Certificate of Food Processing and consequent establishment of formal transportable qualifications for individual



employees.

Improved understanding by employees of their roles and responsibilities, as well as more clearly defined employee classifications in the new EBA.

Improvement in leadership and technical expertise across the operations of the business.

Implementation of Certificate One in Food Processing as the standard induction and minimum qualification for over 1,000 seasonal employees.

1.4 Specify the actual outcomes realised from the initiative, noting the specific value these outcomes held for the organisation. Word range 100-200 words (dot points)

ACTUAL OUTCOMES:

Formal recognition by the SPCA Executive Management Team of the importance of Communications, Training and Employee Engagement with the formal permanent appointments of a new Communications Manager and an Employee Engagement and Training Manager.

Significant reduction in the SPC Ardmona Lost Time Injury Frequency Rate [LTIFR] and subsequent savings of several hundreds of thousands of dollars per annum in worker’s compensation premiums from year 1 to year 4.

Over 300 permanent employees with Certificate of Food Processing [or Certificate of Transport & Logistics] at Level One, Two or Three. Over 1,000 seasonal workers trained to Certificate One level in the Certificate of Food Processing.

Significant improvement in Union / Company relations leading to no industrial disputation over four years. This included a period of major restructure in 2011 which led to the loss of 167 jobs in manufacturing operations at SPC Ardmona.

As a result of this innovative initiative, SPC Ardmona was recognised by the Victorian Government as a nominee in the 2011 Victorian Industry Training Awards under the classification of Industry Collaboration Award and named as winner with the AMWU and the National Food Institute.

Nomination by the Federal Government as a nominee in the 2011 Australian Industry Training Awards under the classification of Industry Collaboration Award and named as winner with the AMWU and the National Food Institute.

During a period of significant structural reform in 2011 and following the implementation of this project, the company had to make 167 operational roles redundant. As a result of the very effective relationship established with the AMWU we had no industrial issues raised by the union and no disputation at all. Feedback from employees and the Union was that they were pleased with the way this was handled.

Significant improvement in the quality of product, systems and communication with SPC Ardmona.

Implementation of new resources to the business namely the establishment of a new Communications Manager role as well as a new Employee Engagement and Training Manager role.



1.5 Your specific role in the delivery of realised outcomes


At the time of this initiative I was HR Director at SPC Ardmona [SPCA].

The initial impetus for this project was our desire to have transparency and consistency in wages and classifications prior to the finalisation of a major Enterprise Bargaining Agreement [EBA] between SPCA employees and the AMWU.

We developed a strategy to improve OH&S outcomes, quality outcomes, the relationship between the AMWU and SPCA as well as developing new Standard Operating Procedures [SOPs].

We arranged for 321 EBA employees’ roles to be reviewed for responsibility and function, to establish a base for classifications. We contacted the AMWU to understand the concerns they had with establishing new classifications. Employees could not effectively be classified, unless we were aware of the competencies required to perform these newly classified roles. We needed an RTO to assist us to do this training and I contacted The National Food Institute [NFI]. We sought and received Federal and State funding to conduct the training. I appointed a current well-respected SPCA Sales Manager into the role of Employee Engagement and Training Manager. Under my direction all three parties [SPCA, AMWU and the NFI] began the process of review, development of SOPs and implementation of the training program.

Limited to one page

1.6 Project sponsors

Please note sponsor and/or referee must be at the Business and/or Divisional CEO level

Name, title and ‘position’ within the business to be included

Details removed to provide confidentiality

2. INTENT, OUTCOMES & EVALUATION

2.1 Purpose

Provide a brief background to the problem/issue that prompted this project.

Word range 100-250 words

SPCA is the major employer in the Goulburn Valley in Victoria with a substantial local and international market. It was under pressure to increase efficiency and quality and diversify its offering, after moving from being a long term grower’s cooperative to a modern commercial business. Skills development, productivity gains and safety, were essential components of SPCA’s newly developed forward strategy.

There were no formal training initiatives in the business and significant OH&S concerns with a high level of operational injuries. In addition, a new EBA needed to be negotiated with the AMWU, but was stymied by the lack of formal classifications for EBA employees. Employees needed to be given surety about either their



prospects within a business under pressure, or their ability to transfer to other roles in the market. The uncertainty of the Australian Fruit Industry, the high Australian dollar and cheap imports were impacting dramatically on market penetration and profitability. It was clear that limited formal Standard Operating Procedures [SOPs] existed within the business and therefore Quality was being affected.

2.2 Context

Elaborate upon the following:

workplace location anddescription;

your specific role withinthe project and the rolesof the project teamstructure;

the strategic significanceand /or the businessdrivers for the project

Word range 300-350 word

SPCA is a fully owned subsidiary of the Coca Cola Amatil organisation. SPCA has three fruit production and manufacturing facilities at Shepparton, Mooroopna and Kyabram in regional Victoria, employing approximately 2,000 employees, 700 of whom were permanent employees and the remainder seasonal employees. SPCA has produced processed fruit and jam to the Australian domestic and export markets for over 100 years. Its brands include SPC, Ardmona, IXL, Goulburn Valley and Taylors. Almost 100% of operational employees are union members.

My role was Human Resources Director and I was responsible for the delivery of the project. The Employee Engagement & Training Manager as well as the Group Employee Relations Manager took responsibility for the day to day operational requirements of the project and reported back to myself. In addition, our collaboration with the AMWU representing employees and the National Food Institute as RTO, was critical to the success of the project. We also utilised the services of shop floor employees who were included in the formal Training Committee.

Business drivers and strategic imperatives [in no particular order] included:

Reduced industrial disputation

Improved safety

Improved quality

Improved employee engagement

Operational efficiency

Improved internal communications and;

Consistent and transparent classifications for EBA employees.Measures of success included:

Establishment of formal transferrable qualifications for all employees in aperiod of financial instability.

Significant improvement in safety with a significant reduction in the SPCArdmona Lost Time Injury Frequency Rate [LTIFR].

Significant reduction in the cost of annual worker’s compensation premiums.

Significant improvement in Union / Company relations with no industrialdisputation.

Permanent employees with formal Certificate of Food Processing [orCertificate of Transport & Logistics] at either Level One, Two or Three.

Seasonal workers trained to Certificate One level in the Certificate of FoodProcessing.

The establishment of a formal classification structure within the new EBA,related to a competency based training plan.

Improved communications across the business.



2.3 Quantitative Data

There must be evidence of research, including:

key quantitative measures of success (outputs need to

be observable/measurable)

specific, evidence based net improvements that are measurable and observable using quantitative data

Please restrict the content to the

table provided.

Quantitative Measures of Success

Data item Preceding the project

Relevant mid - project data

tracking

Results at end of project

Lost Time Injury Frequency Rate

38.0 22.0 7.0

Workers Compensation annual premiums

100% 70% of 2007 original costs

55% of 2007 original premium costs.

Industrial disputation with the AMWU

Irregular Industrial disputation.

No industrial disputation with the AMWU in 4 years

Attainment of Certificate of Food Processing or Transport & Logistics.

Nil attained 50 attained Over 300 attained at Certificate II or III

Attainment of qualifications for seasonal employees

Nil attained Nil attained Over 1,000 seasonal employees with Certificate I in Food Processing.

Standard Operating Procedures in place.

Limited in place

Access to formal training programs

Nil employees had access to formal training programs

Over 300 employees had access.

Over 2,000 employees had access.

Classifications in place in the EBA

Limited detail and opportunity for advancement through classifications

Significant opportunity through agreed redefinition of EBA classifications for 321 permanent employees.

2.4 Research List the range of validated research methodologies, academic research, resources and/or information sourced in preparation for undertaking and implementing your

In conjunction with the AMWU we conducted a full review of all operational roles within the business. This included a detailed evaluation of the responsibilities of these employee roles with reference to skills, competency and the impact of their role on operational outcomes. This was presented as a simple matrix of skills.

Where inconsistency became apparent or employees or the union were not in agreement with the company, we chose to seek resolution of these matters through the Australian Industrial Relations Commission. In such cases the appropriate



project. (i.e. texts, surveys, focus groups, observation, interviews) Word range 100-250 words

Commissioner ruled on the outcomes where it was appropriate to do so. A point to note: The Commissioner declared the process so efficient, that at one point he was not prepared to make a call as the parties had clearly established a very effective working relationship on all matters and could develop a response to the matter, through collaboration and negotiation.

New Standard Operating Procedures [SOPs] were evaluated and developed at the source with Management and Employee involvement, for completeness and appropriateness to the operations.

Employees and Management at many levels of the business were interviewed about their roles and responsibilities and how they could offer an opportunity to improve operational outcomes.

2.5 Stakeholder engagement Identify your key stakeholders in this project, e.g. sponsors, clients, end users, etc., and identify in a table format.

Please restrict the content to the

table provided.

WHO did you engage? HOW did you engage? WHEN did you engage?


This initiative was communicated to the Managing Director and Executive Team of SPCA. It continued for 4 years and was regularly updated to the Executive Team at SPCA.

While we began the project in 2008 as part of a review of workforce capability, #### was instrumental in authorising and giving it the necessary impetus to succeed.


Mr ### [Assistant State Secretary, AMWU] was contacted by me initially to discuss and agree on a process to develop new classifications for EBA employees and build transferable skills. During those conversations it became clear that there were greater prizes to be achieved.

#### and various AMW Union Organisers were contacted early in the process, to ensure that we would have agreement on the implementation of training and assessment processes.


Mr #### [Executive Director, NFI] was contacted after it became clear that we needed RTO expertise to assist in the development of the program.

After initial discussions with the AMWU we approached NFI to assist with training and assessment processes.

Details removed to Through #### After establishing the



provide confidentiality GM, Manufacturing, SPC Ardmona.

involvement in the Executive Team, we coordinated the early linkage of the Operations Team and the two external collaborators. [AMWU and NFI]

initial necessity for an improvement in capability and safety at SPCA, we established a committee to run the initiative within SPCA.


Mr #### [Group ER Manager] was tasked with the difficult role of coordinating the relationship between the AMWU and Management especially in relation to the development of the new EBA and employee classifications.

#### was involved from the very beginning of this project through his critical communications with the AMWU and Union representatives at SPCA.


After identifying a gap in our training resources, I began by approaching #######, one of SPCA’s respected Sales Managers, to consider a transfer to the HR Team to coordinate this and other important Employee Engagement and Training projects.

In March 2008, ####### was transferred into the role of Employee Engagement and Training Manager to coordinate this project. His commitment and work during this period was exceptional.


After identifying a significant requirement for internal communications protocols, I appointed ####### into the role of Internal Communications Manager initially to assist with the rollout of a significant restructure at SPCA.

In July 2010 it became clear that the success of this project would be critical to delivery of the restructure imperatives. ##### was therefore appointed to assist in that messaging.

Training Committee, SPC Ardmona

This internal training committee [made up of SPCA Management and

The SPCA Training Committee was established early in the



Employee/Union representatives] was established to coordinate the implementation of initiatives associated with this project. The committee met monthly and regularly reported back to the Executive Team through ######.

process with the direct responsibility for coordinating all required training initiatives for this project.

Trainers, National Food Institute

Through the involvement of ##### from the NFI, they were able to provide trainers to assist Management and Trainees complete the various levels of the Certificate of Food Processing and also to develop new SOPs.

As soon as funding was made available after the initial assessment of trainees, these trainers became available to assist.

Organisers, AMWU

The AMWU provided access to Organisers to assist Shop Stewards at SPCA to understand the imperatives of this project.

AMWU Organisers were critical to the understanding of the classification and training issues right from the very start of this project.

Employees, SPC Ardmona

All 321 permanent EBA employees were consulted with, to ensure that they understood the implications of new classifications and the necessity for transferable qualifications during this period of Industry uncertainty.

The very first people involved in this project were the EBA Operational employees at SPCA, who were concerned firstly about inconsistent classifications and also about the lack of formal qualifications available to them.

Operations Managers, SPC Ardmona

Critical to the success of this project were the Operational Managers who were dealing with inconsistency in classifications, a lack of

Together with the GM, Manufacturing, all Operational Managers were involved from the beginning of the project in 2008.



training and a poor safety record at SPCA.


The SPCA OH&S Manager was involved initially because of the poor safety record at SPCA and his desire to improve safety outcomes. I worked with the OH&S Manager to develop programs that aligned with this project including the training of all Managers and employees in OH&S.

The OH&S Manager was engaged from the very beginning of this project to ensure that all aspects of safety training were included in the training provided by NFI.

2.6 Evaluation of project Evaluate your project outcomes against the key measures of success identified in section 2.3 Quantitative data. Please include a statement of evidence in your intention and appraisal of the projects impact. Word range 250-300 words

Outcomes against the measures of success included:

Establishment of formal transferrable qualifications for all employees in a period of financial instability.

o Industry-based AQF accredited and transferrable qualifications developed and implemented.

Significant improvement in safety with a significant reduction in the SPC Ardmona Lost Time Injury Frequency Rate [LTIFR].

o Significant reduction in the SPC Ardmona Lost Time Injury Frequency Rate [LTIFR] from 38.0 to 7.0 in 4 years.

Significant reduction in the cost of annual worker’s compensation premiums. o Per annum savings of hundreds of thousands of dollars in worker’s

compensation premiums from year 1 to year 4.

Significant improvement in Union / Company relations with no industrial disputation.

o No industrial disputation with the AMWU for over 4 years.

Permanent employees with formal Certificate of Food Processing [or Certificate of Transport & Logistics] at either Level One, Two or Three.

o Over 300 permanent employees became qualified with Certificate of Food Processing [or Certificate of Transport & Logistics] at either Level One, Two or Three.

Seasonal workers trained to Certificate One level in the Certificate of Food Processing.

o Over 1,000 seasonal workers were trained to Certificate One level in the Certificate of Food Processing.

The establishment of a formal classification structure related to a competency based training plan.

o A new formal classification system introduced and agreed within the newly negotiated EBA.



Improved communications across the business. o Establishment of new communications channels including

newsletters, videos, staff engagement surveys and formal Managing Director staff briefings [State of the Union] for 800 staff at a time.

2.7 Recommendations for future action/change Word range 100-250 words

While I left SPC Ardmona in early 2012, it is my understanding that this system still operates within SPCA. It was instrumental in assisting employees affected by downsizing of the business in 2011, to obtain further employment opportunities. It is recommended that the Communications Strategy developed in 2011 should be utilised in any further restructures of the SPC Ardmona business. A review of all employee training needs should be undertaken again, to ensure that employees become as employable as they can be, in a sector of Australian manufacturing that is unfortunately at high risk of collapse in the future. A continuing dialogue with the AMWU should be held to ensure that all employees and their Union are aware of the implications of any industry restructure.



SECTION B: APPLICATION OF THE AHRI MODEL OF EXCELLENCE

Please take this opportunity to reflect on how you have applied the AHRI Model of Excellence skills, knowledge and behaviours within the context of this project, what the key learnings were, and what you would do differently next time. Where relevant, please make reference to each of the 7 capabilities and 10 behaviours.

Please tick the ‘Capabilities’ and ‘Behaviours’ that you drew upon during this project: (You must tick a

minimum of 3 ‘Capabilities’ and 5 ‘Behaviours’).

CAPABILIITES Utilised (Yes/No)

BEHAVIOURS Utilised (Yes/No)

e.g. Business Driven e.g. Courageous X

Business Driven Critical and enquiring thinker X

Strategic Architect Credible

Ethical and Credible Activist X Courageous

Expert Practitioner X Collaborative

Culture and Change Leader Understand and Care X

Coach and Mentor Professional

Workforce and Workplace Designer Solutions Driven

Influencer

Future oriented

Resolver of Issues X

CASE STUDY PROJECT SUBMISSION - Certification of Senior HR Practitioners

Updated: 300816 Page 14

Please provide details and/ or examples of how you have applied the AHRI Model of Excellence ‘Capabilities’ and ‘Behaviours’ noted above: (500-800 words) CAPABILITIES: Business Driven: As HR Director and a member of the Executive Team, I was very aware of the importance of delivering on the business strategy of capability improvement and also the importance of competitive advantage from improved Safety and Quality outcomes. The importance of effective workplace relations and best practice OH&S was paramount to the desired outcomes. Strategic Architect: This project was designed to address a strategic initiative around improved workplace relations with the AMWU and improved classifications. To enable us to identify the gaps in capability we designed and implemented a program that relied heavily on workforce data and analysis. This was critical to its success. Culture and Change Leader: Critical to the outcomes for employees and the Union, was my understanding of their issues relative to training and development and the need for transferable qualifications to assist them in the event that the financial stability of the business called for redundancies. Coach and Mentor: By coaching and mentoring, in particular ####, a Sales Manager who became the Employee Engagement and Training Manager, I was able to ensure that the business delivered on its project strategy. Our relationship with the AMWU and also the National Food Institute enabled us to effect outcomes for all parties without disputation. Workforce and Workplace Designer: This project delivered on our initial desire to improve workforce design and capability. We effectively designed new Standard Operating Procedures [SOPs] and Position Descriptions aligned with competency training to deliver organisational outcomes not previously available to the business. BEHAVIOURS: Credible: My personal credibility and integrity was critical to the formation and maintenance of the important relationships that were required with the AMWU and the National Food Institute. Courageous: My continuing commitment to authority and control of the process, ensured that we remained on task and focussed during sometimes difficult negotiations with the AMWU. Collaborative: Our focus at SPCA on collaboration with the AMWU and the National Food Institute ensured success in this project and the awarding of the Australian Industry Training Award for Collaboration was testament to this focus.



Professional: I believe that my strong personal relationships with ### [AMWU], ### [NFI], ### [SPCA] and ### [SPCA] contributed to the success of this project. I was always prepared to step away and to allow the team to take the credit where possible. This included requesting that the entire SPCA Training Team attend the Australian Training Awards dinner in Brisbane, to accept the National Award.

Solutions Driven: Our objectives were clear: To significantly improve safety and operational efficiency. To break the generational cycle of industrial disputation and significantly improve employee and union relations. To improve communications across the employee base. To establish a recognised, transferable and reliable individual training qualification for operational employees. We were focussed and we achieved all of these objectives.

Influencer: I took this idea to the Executive with the clear intention on delivering important strategic outcomes for the business. I was also able to build the team required by effectively influencing the Executive of the need to deliver on this idea.

Future Oriented: Not only did this project deliver on learning and development at SPCA, it also improved safety and operational efficiency, as well as establishing a credible platform for employees to ensure their employability in the future, in the event that their role may have been impacted by redundancy.

What would you do differently next time? Max 200 words

There is very little that I would do differently next time, other than the following:

I would have ensured that Government funding was available prior to the establishment of the project. Wewere constantly chasing funding in arrears which was frustrating in a business short of internal funding.

I would have ensured that I had a financial or accounting resource available to assist in the evaluation oflabour allocations to departments and the reporting of metrics to the Executive Team.

Resourcing for the HR Team during a significant time of change such as the period at SPCA in 2011/2012could have been greater to ensure more effective and timely results.



Application checklist

To assess if your application meets the criteria of the Senior Leader’s Pathway case study, and is ready for

submission, we recommend that you use this checklist for review.

Applicants are required to be a current AHRI member

Payment has been submitted prior to submitting the case study

Your submission should cover a recent initiative/project you delivered that is no more than 5 years old

The initiative/project evidences a change in organisational capability

The outcomes demonstrated have had a business impact that can be independently confirmed

The quantitative data is relevant, transparent and clearly supports the intention and outcomes

Evidence based net improvements are measurable and observable using quantitative data

The referees and /or sponsors listed are at the Business/Divisional CEO level

The option for permission has been nominated

The AHRI case study template has be used and word limits have not been exceeded ( note,

applications exceeding the word count may be returned without proceeding to the National Certification

Council for consideration.

The submission is in Microsoft Word format

When you are satisfied your application is ready to go, please submit your study project submission

application (in word doc format) along with a copy of your current CV to [email protected]

mailto:[email protected]

Documents

SAMPLE CASE STUDY PROJECT SUBMISSION: … CASE STUDY PROJECT SUBMISSION: Senior Leaders Pathway Updated: 9 September 2016 SECTION A: EXECUTIVE SUMMARY ( to be limited to one page)