Leading change through Employee Engagement


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Overview of a programme of change I led at the Metropolitan Police delivered via employee engagement

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Leading change through Employee Engagement

  1. 1. The MPS Values – enabling changethrough engagementLeading change in the Metropolitan Police ServiceDarren PerksChartered Psychologist (Registered Occupational)
  2. 2. About me…Chartered Occupational PsychologistEmployment History:• Metropolitan Police Service• DHL• Barnardos• Hay Management Consultants• Associate ConsultancyWork Portfolio• Implementing change management• Competency design and performance management• Selection & Assessment• Coaching and personal development 2
  3. 3. The context: The METVision: To make London the safest major city in the world• Over 43,000 staff, making us • Over 1,300 buildings the largest employer in • 185 police stations London • Over 4000 vehicles• 30,000 Police officers • 24 Boats• 11,800 Police staff • 430 Horses and dogs• 1,200 PCSOs • 3 Helicopters• Traffic wardens 3
  4. 4. Whats the Culture like? 4
  5. 5. Your Task…Context•New Commissioner: Sir Ian Blair•Forward thinking•Need to change the culture – what would you advise? 5
  6. 6. Designing the Values for the METCase Study
  7. 7. Do Values work? The Values Spine BehavioursSeniority Most common area‘amplification of perceived Promiseseffect’ breakdown Intentions Values 7
  8. 8. The Big Debate•When Designing Values – whose views actually matter?•Top Down vs. Bottom up•What do you think? 8
  9. 9. Designing the MPS Values Step 1 •10 KV Methodology: ran across all Business Groups. Staff Associations, MPA Step 2 •Intranet consultation with all staff: have we missed anything? • 2062 responses Step 3 • Values presented to Top Management at Service Conference (250 senior managers & MPA/staff associations) Step 4 • Consultation with all staff on the behaviours (3161 responses) • Launched by Commissioner 9
  10. 10. The MPS Values 10
  11. 11. The Cultural TensionsKey Tensions staff felt would get in the way of living the Values:1. The existing blame culture: bullying tactics, threatening behaviour, staff afraid to be honest due to fear of reprisal2. The focus and pressure around (often unrealistic) targets preventing staff delivering quality3. The need for effective leadership – senior managers seen as out of touch not leading by example, driven by personal agendas and leaving inappropriate behaviour and performance unchallenged4. Police officer/police staff divide – specifically mentioned the undervaluing of PCSOs 11
  12. 12. Embedding the Values Integration Into HR processes Leadership Working in Programmes the Field 5 levels 360 Values Leading your feedback And people modules tool Behaviours at multi-sites HYDRA Coaching Operations and centre action learning TeamMet.com 12
  13. 13. Leading Change at the local levelDevelopment and implementation of LA Local
  14. 14. The challenge at local level The Values Spine BehavioursSeniority Most common area‘amplification of perceived Promiseseffect’ breakdown Intentions Values 14
  15. 15. The local level….Territorial Policing (TP)• The largest of the operational commands• TP comprises the 32 London Boroughs and over 635 Safer Neighbourhood Teams and includes representatives from all the police family; police officers, police staff and PCSOs.• TP also has responsibility for developing policy in relation to criminal justice (Emerald), neighbourhood policing and partnership; volume and violent crime; diversity and citizen focus; patrol and command and control. 15
  16. 16. Designing LA localWhat are the key elements that lead to change?• Engaging and Empowering Staff to have a say in what matters• Working with Leaders and senior management teams• Putting into place a feedback loop that enabled performance barriers to be addressed at senior levels 16
  17. 17. Bringing it All Together Improved leadership capability Helping the SMT Lead effectively Bringing Improved team working & Providing together the support for officers/staff central MPS each other with tools that Communicating messages Treating our will help them what matters to officers & lead effectively the BCU staff in the Improved morale and way we satisfaction Providing expect them Communicating officers & staff to treat the what matters to with tools that public the Community will help them Involving Improved Officers & Communication understand the community Staff in Sharing what decisions works well Improved across the sharing of what MPS works Improved Citizen Experience 17
  18. 18. How does it work?1. Steering Group Democratically chosen Representative of all officer/staff levels Union involvement Briefed on Performance Priorities 2 KEY QUESTIONS:  What in your view would make this a better place to work?  What in your view would help this BOCU achieve performance? 18
  19. 19. How does it work?2. BOCU Survey and Action Plan Based on views of BOCU Action Plan developed – Quick Wins, Short-term- Long- Term  Environment  Process/Resources  Behaviour Next Steps Locally determined and owned Will include provision of tools and skills 19
  20. 20. How does it work?3. Driven by LeadershipSMTProgramme of SMT Leadership developmentInput into SMT development from BOCU findingsInput from local Community and citizen focusTeam Leader: Sergeant/Inspector/StaffTailored programme of Leadership development – locally drivenInput from local Community and citizen focus 20
  21. 21. The Challenges of Organisational ChangeLeading Change at the local levelSo what happened to LA local?
  22. 22. LA local: what happened?LA local as a pilot ran for a period of six months – each borough had arepresentative steering group, developed an action plan and work wasundertaken with the Senior Team.Staff Engagement•Each BOCU was inundated with volunteers for the Steering Group•The Borough Commander launched the programme and briefed allofficers and staff•The Steering Groups are still running for many of the Boroughs – ayear on – some with subgroupsAction Planning•BOCU action plans identified quick wins, ST, MT and LT actions. QWswere implemented immediately, LT actions were fedback to the ProjectGovernance along with particular wicked issues 22
  23. 23. LA local: Benefits/OutcomesCommunity Engagement•Community satisfaction with local policing improves significantly in oneof the poor performing BOCUs– attributed to LA local•Existing community channels broaden to include wider communitynetworks e.g. Safer Neighbourhood contacts•Relationships are generated with external organisations who were keento work with local police as part of the learning coming out of LA localPerformance•HMIC inspection indicates that LA local is a positive enabler particularlyin respect of improved leadership and that many of the issueshighlighted by the HMIC had already been identified as part of LA local. 23
  24. 24. LA local: Benefits/OutcomesStaff Engagement•SMTs use LA local as a communication vehicle to brief the Borough onkey performance messages•Communication improves significantly on BOCUs - middle managers now talk to senior managersSenior Management Teams•Data shows relationship between the Leadership Style of the BoroughCommander, Senior Team performance and BOCU performance•Work with the Senior Teams significantly impacts on SMT performance– belief in capability and confidence•ATPI – psychometric measuring team performance- indicates beforeand after significant improvements in team performance 24
  25. 25. Data from the Evaluation:Chief Superintendents:‘Bloody fantastic – for a management team it’s absolutely incredible’‘First time I have seen the organisation put something in place that runs’‘Don’t abandon us too quickly – don’t go straight to the short-term focus the Metis so used to. This needs to embed so that it becomes culturally the norm. At themoment we are at 1 or 2 on a scale of 1-10 in making this the norm’SMT ChampionsHas made a real difference to the dynamic of the SMT –we are now in a muchstronger positionKey messages are now getting through to staff – Inspectors now voice theirconcerns to the SMTThe steering group is the power-house of the whole approach 25
  26. 26. Data from the Evaluation:Senior Management Teams 100 95% Confident/Very Confident 90 85 80 75 70 65 60 55 50 Perform Motivate team Build Strategies for Develop Communicate Assess team Overall across confidence complex teamwork effectively strengths and confidence situations tasks weaknesses Pre Post Figure 1: SMT leadership confidence levels 26
  27. 27. Evaluation Methodology It was important to evaluate LA local as it was a pilot. The following methodology was implemented:1. Full Benefits Realisation2. Before and After measures • SMT perceptions of Team effectiveness • BOCU Survey – covering community satisfaction and staff engagement and perceptions of leadership • ATPI – validated psychometric assessing team performance3. Qualitative Interviews • BOCU Commands and SMT Champions and Steering Group members4. Integration of external assessment data (HMIC inspections) 27
  28. 28. The challenges of leadingchange… " Darren, thanks very much for your note last week. I have had a great number of messages of support but I was very touched by the tone of your email and the trouble you had gone to in putting together the attachments, particularly around the success of LA local. Best wishes, Ian Blair" 28
  29. 29. Questions… Contact Details: Darren.perks@blueyonder.co.uk 07956 420153 29