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Fiona narburgh

Fiona narburgh



Organisational Development from the Guardian's HR Summit.

Organisational Development from the Guardian's HR Summit.



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  • Presentation Title Thursday 3 February 2011
  • BEST COMPANIES PROVIDE US WILL DETAILED DATA EACH YEAR ON VARIOUS ASPECTS OF ENGAGEMENT TELLS US SOME HOME TRUTHS A good manager… Talks openly and honestly Shares important information Expresses appreciation Supports and cares Listens more than they talk Helps fulfil potential Motivates us to give our best Is a good role model Demonstrates leadership skills ONE RECURRING TREND IS THAT WE NEED TO INVEST IN OUR FRONT LINE MANAGERS/ SUPERVISORS THIS SHOWS THAT STAFF FEEL LEES MOTIVATED BY THEIR MANAGER THE FURTHER WE GO DOWN THE ORGANSIATION Best Companies looked at a number of factors – the feedback suggested we might benefit from looking at a number of the factors they study in their survey In particular these included qualities relating to A good manager/what good staff engagement looks like/personal growth/what makes a good team…
  • 7 heads of a Wychavon Manager – WHICH YOU WILL NOW RECOGNISE! This is to take into account the Wychavon Management model and the logistical guidelines to create the most impactful training programme for Wychavon
  • 5 day workshop Kaizen Blitz….. = Reflections 10 min meetings What's important to the staff , visual, not in the PC!

Fiona narburgh Fiona narburgh Presentation Transcript

  • Thank Goodness it’s Monday! Turning on your people – even in tough times Fiona Narburgh Head of Strategy & Communications for Wychavon And film maker!
    • Take us through the Wychavon story
    • Why bother? The business case for engagement
    • What to do – ideas on leadership, comms and performance
    • Tips to survive and thrive
    Today I will …
    • Performing organisations = engaged staff, going the extra
    • With strong leadership and good management
    • With open trusted communications
    • Where staff are valued and thus deliver
    • Because high staff engagement = high resident satisfaction
    • Even more critical in this financial context
    My message is quite simple…
    • 2007 LGC Council of the Year
    • 2008 Times Best Council to Work For; 11 th best satisfaction with council, 9 th best for VFM in UK Place Survey
    • 2009 Top rating for VFM; 8 th lowest council tax in Country
    • 2010 Customer Service Excellence and IIP Gold and Champion
    • 2011 Up 10pts on Value for Money satisfaction in Worcestershire Local Place Survey
    The good times…
  • The bad times … Where we were • Performance was average • Inspection meant interference • Staff weren’t proud to work here • Customer service was patchy • Departments did their own thing A middle England, mediocre council So what makes the difference?
    • “… our strong performance is all down to the engagement of our people; we simply couldn’t deliver the great deal residents expect from us without the motivated team we now have.”
    • Jack Hegarty, Managing Director
  • “ I have not seen toilets as immaculate as these since a recent visit to Harrods” (Feedback on public toilets, Evesham)
  • An Engaged Employee Feels that the organisation gets the best out of them (Optimising Performance) Speaks highly of the organisation as an employer (Advocacy) Is motivated at work (Motivation) Feels valued by the organisation (Feeling Valued) Is satisfied with their job (Job Satisfaction) The Building Blocks of Employee Engagement
    • In councils 33% would speak highly of their
    • employer ..in the private sector 48%
    • In councils 30% would speak highly of their
    • services …in the private sector 57%
    According to Ipsos Mori…
  • An example of active disengagement (MacLeod and Clarke)
  • Engaging for Success, MacLeod and Clarke, 2009 The case for Engagement 1
    • Gallup; engagement predicts sickness 2.7 days/yr engaged, 6.2 days/yr disengaged.
    • Towers Perrin; 75% of engaged staff believe they can impact costs, quality and customer service. Only 25% of disengaged believe they can.
    • PricewaterhouseCoopers; strong correlation between highly engaged staff and client satisfaction.
    • Chartered Management Institute; significant association with between engagement and innovation.
  • Engaging for Success, MacLeod and Clarke, 2009 The case for Engagement 2
    • Corporate Leadership Council; engaged employees less likely to leave. Engaged organisations grew profits 3 times faster than competitors.
    • Institute of Employment Studies; established link between employee satisfaction, customer satisfaction and increases in sales
    • Hay Group; engaged employees generate 43% more revenue than disengaged ones
    • Best Companies to Work for; companies increased their profits by 315%
    • So let’s do a whirlwind tour of
    • some of the practical things
    • that help the most ….
    • More inspiration, less command and control
    • Freedom and autonomy to manage
    • Clear strategy, rooted in community concerns
    • Strong brand - clarity on what we stand for
    • Managers as role models
    • Appreciate each other’s strengths
    • Listening to staff opinion
    1. Leadership and management matters…
    • Inspiring 55%
    • Strategic thinker 41%
    • Forward looking 36%
    • Honest 26%
    • Fair minded 23%
    • Courageous 21%
    • Supportive 20%
    • Knowledgeable 19%
    11% 31% 31% 21% 25% 8% 21% 39% What managers want from their leaders – and what they get (Work Foundation)
  • © Best Companies Limited Personal Growth My Team Wellbeing My Manager Leadership My Company Fair Deal GSB Times Best Companies to work for 2010
    • Times Best Companies to work For 2010
    • A good manager…
    • Talks openly and honestly
    • Shares important information
    • Expresses appreciation
    • Supports and cares
    • Listens more than they talk
    • Helps fulfil potential
    • Motivates us to give our best
    • Is a good role model
    • Demonstrates leadership skills
  • Best Council to work for: Overall biggest differences 09/10 -21.6 3.73 4.54 Senior managers in this organisation do a lot of telling but not much listening -23.2 4.20 5.17 I have confidence in the leadership skills of the senior management team -29.4 3.99 5.16 I am excited about where this organisation is going -29.6 3.76 4.88 I am inspired by the person leading this organisation -33.4 3.95 5.26 Senior managers truly live the organisation’s values % diff Council Private Question
  • £5 £3m Mixed Economy of Service Provision 2010
  • Do you enjoy your job?
  • What motivates you?
  • Are you proud to work for us?
  • Job Grade Level © Best Companies Limited No. of responses 136 52 7
    • Capacity,
    • Positivity
    • Attitude,
    • Adaptability / flexibility,
    • Very open with information
    • Easy language
    • Creative approaches
    • Persuasion rather than procedure
    • Asking for feedback – keen to get opinions
    • Ideas for Savings – “in this together” feel
    2. Communication and involvement matters
    • Clarity of roles and targets through appraisals
    • Realism about to do lists – what can come off as well as on
    • Time to talk - one to one conversations, 10 min stand ups, team meetings, briefings
    • Wellbeing package – subsidised gym, health MOTs, creche, PMI, employee assistance programme
    • Charity and community increasingly important
    3. Performance and wellbeing matters
  • Global Corporate Challenge (pedometer challenge)
  • Better not busier (our approach to lean/ transformation)
    • Leadership/ direction – clarity of purpose that’s understood across the organisation, an open style that seeks feedback, credible, honest, inspiring
    • Communications/ involvement – creative, upbeat, honest, suggestions welcomed, lots of ways to involve and contribute too
    • Performance/ wellbeing – clear expectations for all, performance conversation and action on performance, wellbeing/ health initiatives, flexibility yet responsibility
    In summary what helps is…
    • What to do on Monday! On line resource full of case studies, research, evidence and ideas at www.workforcematters.worktogether.org.uk
    • Engaging for Success , http://www.bis.gov.uk/ - the report to Government by David MacLeod and Nita Clarke 2009
    • Fiona Narburgh
    • [email_address]
    • 07855 276104
    For further information…