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A national tax authority

From a strengths rollout to an ongoing people practice

How a national tax authority built a shared strengths language across more than 2,000 employees, extending it across teams, supervisors and new hires, supported by 2,013 CliftonStrengths profiles analysed and consistent before-and-after gains.

Programme
Organisation-wide strengths journey
Sector
Public sector, Singapore
Engagement
Two-year tender with a one-year extension option

Programme at a glance

  • 45+Sessions across the broader programme
  • 2,000+Employees supported organisation-wide
  • 2,013CliftonStrengths profiles analysed
  • 23Team workshops
  • 7Supervisor workshops
  • 82New-hire feedback responses, 2 cohorts, 2026

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 organisation-wide team rollout, workshops continued for new hires, 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

  1. Organisation view

    2,013 profiles analysed

  2. Team workshops

    23 across divisions

  3. Supervisor workshops

    7, leadership layer

  4. New-hire continuation

    Consistent onboarding

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

Three groups, reported separately

  • 8.78 / 10Workshop support, 79 on the main route, 82 responses

Team workshops

  • Awareness of greatest value-add4.72 → 8.07 / 10
  • How strengths contribute at work4.87 → 7.94 / 10

Established teams

  • Awareness of teammates' working styles5.08 → 7.58 / 10

Supervisor workshops

  • Awareness of greatest value-add4.42 → 8.11 / 10
  • Confidence in career conversations3.91 → 7.32 / 10

New-hire continuation

  • Awareness of greatest value-add4.95 → 8.44 / 10
  • Confidence in growth and career conversations4.43 → 7.72 / 10

Each group moved from mid-scale to high on the measures its own sessions were designed to move.

The three groups are kept separate because they served different purposes. New hires were not always attending with their permanent teams, so their results show onboarding, self-awareness and readiness to collaborate, not improved performance within established teams.

Different people approach the same task with different perspectives, priorities and values. I should explain my approach to reduce miscommunication.
Participant, new-hire workshop

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.

Start a conversationNext case study: A global insurance group

Participant comments are anonymised and lightly edited for grammar and clarity. Client names are withheld at the clients' request.