2.4 Systems and Processes
Driver: 2.4
Dimension: Capability
Supporting aspiration: Systems and processes save time and lift service quality.
Why it matters
Lean, mobile-ready processes and a single source of truth reduce hand-offs, errors and cycle times for office and field teams.
What great looks like
Priority workflows are simple, data is captured once and integrations reduce manual work. Change requests are triaged and delivered through a clear cadence.
Employee Survey alignment
| Item | Survey question |
|---|---|
| Q1 | Our processes, systems and use of technology enable me to be as productive as possible |
How to interpret a weak result
A weak result for this driver should prompt a practical diagnosis, not an immediate solution. Ask:
- Is the issue whole-of-council, concentrated in particular work areas or linked to specific employee groups?
- Which question-level result is driving the pattern?
- Do comments or leader perspectives explain the issue?
- Is this mainly a system/process issue, a leadership issue, a resourcing issue or a communication issue?
- What would employees reasonably expect Council to do next?
Possible actions and interventions
- Identify the top process pain points affecting service and employee experience
- Simplify hand-offs and approval points
- Replace repeated spreadsheet work with integrated data sources
- Use improvement sprints for priority workflows
Evidence to review alongside the survey
- Employee Survey question-level results and comments
- Relevant people metrics such as turnover, absenteeism, vacancy, overtime, grievances, safety or EAP themes
- Leadership and SME perspectives
- Relevant workforce, service, budget or risk data