Case Study: Interactive Science Museum

WCA established a long standing relationship with an iconic interactive science museum for a period of close to 15 years.  Initially in 2002 WCA was engaged to provide a program of leadership training for key Executives and review the existing Employee manual for compliance and against best practice after a new CEO took on the leadership of the organisation.

WCA facilitated these activities and a range of HR and IR support to the CEO and then in 2009 was engaged on a long term consulting basis to provide both a strategic HR and IR functions, as well as providing an in-house HR Coordinator employed by WCA but operating from the organisation’s premises on a weekly part time arrangement.

A core component of ongoing work involved coaching and development of leaders within the organsiation with key activities undertaken including:

  • Review, development, implementation and maintenance of human resource policies and procedures;
  • Assessment, development and implementation of appropriate Industrial instruments including an Enterprise Agreement and Individual Flexibility Agreements for all in-house and travelling presenters and staff within the administration, management, workshop and education areas;
  • Implementation of a leadership development program for selected staff in key management skills and techniques such as delegation, giving and receiving feedback, coaching and counselling, recruitment and selection and communication and leadership and development;
  • Development and implementation of performance appraisal system and provision of ongoing management mentoring and coaching; and
  • Provision of general assistance and support to management and staff to enable the effective resolution of HR and IR queries.

The organisation chose to employ WCA’s Consultant into an HRM role, to manage the HR function internally on a part time basis and also continued to utilise WCA to assist with key projects in various areas including Grievance management assistance and training and development.

The organisation engaged WCA on multiple occasions to undertake a customised, independent staff culture surveys and report on findings and recommendations for the full staff group and individual organisational demographics, including by department, employment basis and seniority.  The survey findings have proved invaluable in informing ongoing HR initiatives.

Since this time the organisation has engaged WCA to complete customised training in “Effective Performance Appraisals” and “Courageous Conversations” and more recently, WCA has supported the HRM in the significant organisational restructure process including development of KPI focused position descriptions for key senior roles within the new structure.


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