Client stories

To achieve lasting change, it was essential for all stakeholders to take ownership of the solution right from the outset. JBC initiated a thorough discovery process, initially collaborating with the HR leadership team to gain insight into the organisation's espoused values and demonstrated competencies and behaviours.

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Numerous interviews were conducted with staff, managers, and leadership to gauge the current awareness and readiness for the upcoming changes, as well as to identify staff concerns and potential challenges.

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In collaboration with a global working group, JBC collected feedback from all levels of the organisation—staff, managers, and senior leaders—regarding the key competencies and behaviours aligned with the organisation's values. This feedback served as the basis for identifying core competencies that would drive success, defining proficiency levels, measurable indicators, and behaviours that would embody each competency in practical terms.

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To ensure the validity of the framework, a diverse cross-section of staff was invited to validate the identified behaviours and competency levels. Through extensive research and best practices benchmarking, JBC developed a behavioural competency framework directly linked to the organisation's values. This framework provided a consistent and all-encompassing approach for the entire organisation, independent of grade, function, or location.

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Finally, JBC presented a comprehensive set of recommendations on how to integrate these competencies and behaviours into all HR practices and processes, enabling the organisation to embrace the desired cultural change effectively.