A national tax authority
From a strengths rollout to an ongoing people practice
How a national tax authority built a shared strengths language across teams, supervisors and new hires: 28 documented workshops, 1,970 team-feedback responses and 2,013 CliftonStrengths profiles analysed, with consistent before-and-after gains in every group.
- Programme
- Organisation-wide strengths journey
- Sector
- Public sector, Singapore
- Engagement
- Two-year tender with a one-year extension option
Programme at a glance
- 28Documented team workshops, 2025 rollout plus three 2026 cohorts
- 1,970Team-feedback responses
- 2,013CliftonStrengths profiles analysed
- 25Workshops in the 2025 team rollout
- 32026 cohorts: supervisors, new hires, supervisors
- 8.8 / 10Response-weighted rating, 2026 cohorts
The organisational need
A large strengths rollout can create a shared language, but the harder task is keeping it useful across different employee groups and as new people join.
The organisation needed an approach that could work at scale while staying relevant to actual teams, supervisors and new hires. The engagement developed into a two-year tender with a one-year extension option.
A journey built for different groups
The programme did not treat the organisation as one audience. Team workshops helped employees understand their own value-add and how colleagues work. Supervisor workshops added a leadership layer: contribution, team dynamics and strengths-based career conversations.
After the 25-session team rollout in 2025, the work continued into 2026 with two supervisor cohorts and a new-hire cohort, giving joiners a foundation in the same strengths language. Analysis of 2,013 CliftonStrengths profiles let activities be shaped around patterns that appeared across the organisation.
- Teams: value-add and collaboration
- Supervisors: leadership and career conversations
- New hires: a consistent onboarding foundation
The layered journey
Organisation view
2,013 profiles analysed
Team rollout
25 workshops, Jul to Nov 2025
Supervisor layer
April and September 2026 cohorts
New-hire continuation
August 2026 cohort
Delivery evolved through feedback: workbook repetition was reduced, the Art Wall moved later in the session, quieter sharing formats were introduced, unnecessary movement was cut, and more of the organisation's own leaders shared their examples.
The evidence
Four groups, reported separately
- 8.2 / 102025 team rollout, 1,903 feedback responses
- 8.5 / 102025 supervisor workshops
- 8.8 / 102026 cohorts, 67 feedback responses, response-weighted
2025 team rollout
- Self-awareness4.70 → 8.10 / 10
- Awareness of team dynamics3.90 → 7.50 / 10
- Strengths-based conversations4.40 → 7.30 / 10
2025 supervisor workshops
- Self-awareness5.10 → 8.10 / 10
- Coaching confidence4.50 → 7.30 / 10
2026 new hires
- Awareness of teammates' working styles3.60 → 7.30 / 10
- Confidence in strengths-based conversations4.60 → 7.60 / 10
2026 supervisors, September
- Confidence in strengths-based career conversations5.40 → 7.90 / 10
Every group moved from mid-scale to high on the measures its own sessions were designed to move, and the 2026 cohorts rated the work higher than the 2025 rollout.
Counts are feedback responses, not unique people: the same person can appear in more than one cohort. The 2025 and 2026 groups used different questionnaires and cohort structures, so they are reported side by side rather than merged into a single gain. The 8.8 rating is weighted by each 2026 session's feedback count. New hires were not always attending with their permanent teams, so their results show onboarding and readiness to collaborate, not improved performance within established teams.
Build on staff's strength to achieve optimal outcomes.
Why this matters
The transferable lesson is not that more workshops were delivered. A strengths programme moves from a one-off rollout into an ongoing people practice when it is designed as connected layers, with different evidence and application goals for each audience. Any large organisation can adapt that layering to teams, supervisors and new hires.
This could be relevant if you are
- Taking strengths beyond the initial rollout
- Building a common language across multiple teams
- Developing supervisors or people managers
- Bringing new hires into an existing strengths-based culture
Already introduced strengths?
If you have already done strengths work, or are wondering how to make it useful across more of the organisation, we can explore what the next layer could look like.
Participant comments are anonymised and lightly edited for grammar and clarity. Client names are withheld at the clients' request.