The client was a major consortium delivering a multi-billion-dollar motorway program on behalf of a state government. Infrastructure People acted as resourcing lead, supporting hiring managers with key roles including commercial positions at all levels, engineering delivery,\u00a0<\/span>design<\/span>\u00a0and supervisory roles, on a twelve-month engagement.<\/span><\/span>\u00a0<\/span><\/p>\n The work was built on a capability matrix aligned to the relevant public-sector framework, so that every role mapped cleanly to the consortium’s requirements. Delivery ran across four stages. First,\u00a0<\/span>discovery<\/span>, meeting all hiring managers to gather market insights and confirm role requirements. Second, design, building the process,\u00a0<\/span>resources<\/span>\u00a0and teams in partnership with the client and working within its systems. Third, delivery of a bespoke, scalable solution that kept stakeholders and applicants informed and engaged. Fourth, reporting and close-out at each phase, with refinements\u00a0<\/span>identified<\/span>\u00a0for future rounds. Weekly resource meetings with hiring managers held the whole program to schedule.<\/span><\/span>\u00a0<\/span><\/p>\n Across the twelve-month engagement, Infrastructure People placed 125 roles and directly headhunted 45 positions where the required skills were scarce, processing all internal applications and managing the client’s internal systems throughout. The result was a delivery team assembled at pace without the hiring managers losing time to administration.<\/span><\/span>\u00a0<\/span><\/p>\n Programs of this size do not fail for want of applicants; they struggle when resourcing is not planned against the delivery schedule. Building a matrix to the capability framework, planning the workforce phase by phase and pipelining the hardest roles ahead of demand is what allows a team of this scale to be assembled inside a year.<\/span><\/span>\u00a0<\/span><\/p>\n On a program of this scale, resourcing has to be planned like any other part of delivery.<\/span>\u00a0The roles that decide the schedule are the ones to line up first.<\/span><\/span><\/p><\/blockquote>\n – Director, Infrastructure\u00a0<\/span>People<\/span><\/p>\n","protected":false},"excerpt":{"rendered":" On a multi-billion-dollar motorway program delivered by a major consortium for a state government, Infrastructure People acted as\u00a0resourcing\u00a0lead, placing 125 roles in twelve months and\u00a0headhunting\u00a045 hard-to-find specialists.\u00a0<\/p>\n","protected":false},"author":7,"featured_media":1535,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_seopress_titles_title":"Motorway Case Study: 125 Placements in Twelve Months","_seopress_titles_desc":"How\u00a0an embedded resourcing lead built a delivery team on a multi-billion-dollar motorway program, placing 125 roles and\u00a0headhunting\u00a045 specialists.\u00a0","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"none","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"both","_seopress_redirections_param":"","_seopress_redirections_type":301,"_seopress_analysis_target_kw":"","_seopress_news_disabled":"","_seopress_video_disabled":"","_seopress_video":[],"_seopress_pro_schemas_manual":[],"_seopress_pro_rich_snippets_disable_all":"","_seopress_pro_rich_snippets_disable":[],"_seopress_pro_schemas":[],"footnotes":""},"categories":[56,57],"tags":[],"class_list":["post-1532","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-case-study","category-transport-case-study"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/posts\/1532","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/comments?post=1532"}],"version-history":[{"count":4,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/posts\/1532\/revisions"}],"predecessor-version":[{"id":1667,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/posts\/1532\/revisions\/1667"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/media\/1535"}],"wp:attachment":[{"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/media?parent=1532"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/categories?post=1532"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.infrastructurepeople.net.au\/af-api\/wp\/v2\/tags?post=1532"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}A structured, staged method<\/h4>\n
The results<\/h4>\n
How we would resource it<\/h4>\n