• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland
 

Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland

on

  • 508 views

 

Statistics

Views

Total Views
508
Views on SlideShare
471
Embed Views
37

Actions

Likes
0
Downloads
7
Comments
0

1 Embed 37

http://www.nhsscotlandevent.com 37

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland Presentation Transcript

    • Text Engaging for Success Nita Clarke NHS Scotland Conference 21 June 2012 1
    • Our report A report to Government, published July 2009 About engagement across the UK economy About engagement for performance What is it, does it matter, what enables it, what gets in the way? 2
    • Keep it simple….‘A workplace approach designed to ensure that employeesare committed to their organisation’s goals and values,motivated to contribute to organisational success and ableat the same time to enhance their own sense of wellbeing.’ Professor David Guest‘It’s the people, stupid!’ James Carville 3
    • It’s not….. 4
    • Does it matter?For the organisation – better outcomes in the public sector – better productivity and financial performance – higher levels of innovation and advocacyFor the individual – higher levels of wellbeing – empowerment – a more satisfying work experience 5 5
    • Key enabler 1: strategic narrativeStrong, visible, empowering leadership provides a strongstrategic narrative about the organisation, where it’s come fromand where it’s going. The past You are here The futureThis gives a line of sight between the job and the organisation’s vision.The story is communicated clearly, consistently and constantly. 7
    • Key enabler 2: engaging managersThey: focus their treat their people coach and stretch people, offer as individuals their peoplescope and enable the job to get done 8
    • Key enabler 3: employee voiceThere is employee voice throughout the organisation, forreinforcing and challenging views; between functions & externally;employees are really seen as your key asset – not the problem.This voice is an informed one. Views are sought early and followed up; explanations are given ifideas/views not adopted.Trade unions/staff representatives are part of the engagement architecture – collective voice matters9
    • Key enabler 4: integrityThere is organisational integrity – the values on the wallare reflected in day to day behaviours. These expected behaviours are explicit and bought into by staff. Keep it real – staff see through corporate spin quicker than customers or the public. Integrity enables trust: no engagement without trust 10
    • Public services - mind the gapSurveys show public sector lags private on:  awareness of strategic direction and clear vision  quality of management  trust and confidence in leadership  belief in organisational messages; change for change sake and initiative fatigue  public sector workers have a more negative experience of work and are less satisfied with opportunities to use their abilities  engagement approaches often piecemeal and usually transactional
    • NHS staff survey 2010 results *Staff feel undervalued – 33 per cent satisfied with extent trust valued their work; 45 per cent satisfied with the recognition they got uninvolved - 27 per cent agreed senior managers involved staff in important decisions; 38 per cent thought staff were encouraged to suggest new ideas; 30 per cent said managers acted on feedbackOnly 53 per cent would recommend their trustas a place to work *England
    • Disengagement is not inevitable Research last year shows that how an organisation deals with redundancy has greater effect on employee engagement than job losses themselves (Roffey Park 2011) Engagement has stayed high in high performing companies through the recession. Among results of engagement: – improved product quality – more technical innovation – Better internal co-operation – managers encourage people to learn from their mistakes – goals clearly defined – career opportunities and performance management strengthened (Towers Watson July 2010)
    • Staff: agents or victims? staff need to be fully engaged in understanding, designing and implementing change principles of how change is going to happen need to be explicit and developed with staff vital that changes are put in context of improving services; staff more likely to buy in if it is seen to have positive purpose and outcomes those authorities doing engagement need to redouble and extend their efforts – don’t give up need for a survivors’ strategy trade unions need to be part of the architecture
    • Engaging for Success - the next stageA government sponsored, employer led Task Force, to spearhead a movement toenhance levels of employee engagement across the U.K. workforce.Launched at No 10 Downing Street by the Prime Minister and Ed Davey, Minister atBIS in March 2011.Supported by a high levelsponsor group and by Guru andpractitioner groups.TF already looking in more depthat barriers and practicalchallenges to engagement.Practitioners’ national networkand major website 15
    • SPONSORSAdam Balon, Co-Founder, InnocentAdam Crozier, CEO, ITV Paul Drechsler, CEO, Wates GroupAmyas Morse, Auditor General, NAO Paul Noon, General Secretary, ProspectAnthony Jenkins, CEO, Barclays Sir Peter Housden, PS for ScotlandBrendan Barber, General Secretary, TUC Peter Rogers, CEO, BabcockCharlie Mayfield, Chairman, JLP Peter Sands, CEO, Standard CharteredChris Browne, MD, Thomson Airways Peter Searle, CEO, Adecco Group UK & IrelandChris Hyman, CEO, Serco Philip Green, CEO, United UtilitiesDavid Frost, Director General, British Chamber of Commerce Ronan Dunne, CEO , O2David Nicholson, CE, NHS Rona Fairhead, Group CE, Financial Times GroupEd Sweeney, Chairman, ACAS Bob Kerslake, Head of Home Civil Service PeopleGill Morgan, PS Wales Sir Kevin Smith, CEO, GKNIan King, CEO, BAE Sir Martin Sorrell, CEO, WPPIan Livingston, CEO, BT Sir Stephen Bubb, CE, AcevoIan Powell, Chairman & Senior Partner, PwC Sir Suma Chakrabarti, Permanent Secretary, MoJIan Sarson, CEO, Compass Group Sir Win Bischoff, Chairman, LloydsCEO, CIPD Stephen Howard, Chief Executive, Business in theJane Wilson, CE, CIPR CommunityJohn Cridland, Director General, CBI Steve Elliott, Director General, CIAJohn Neill, Group CE, Unipart Tim Jones, Lead Partner, FreshfieldsJohn Walker, Chairman, FSB Tim Melville-Ross, Chairman HEFCEMarc Bolland, CEO, M&S James Smith, CEO, Thomson ReutersMartin Temple, Chairman, EEF Will Hutton, Executive Vice Chair, Work FoundationDirector General, IoD 16
    • Nita ClarkeNita.Clarke@ipa-involve.comEmployee Engagement report & recommendations:Employee.engagement@bis.gsi.gov.uk 17