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Prof Beverly Alimo Metcalfe - PPMA Conference 2010

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Tuesday - Prof Beverly Alimo-Metcalfe - Public Sector Workforce Skills Challenge for the next Decade - Facing up to the Public Sector Recession

Tuesday - Prof Beverly Alimo-Metcalfe - Public Sector Workforce Skills Challenge for the next Decade - Facing up to the Public Sector Recession

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  • Competencies are like Brighton Pier very fine in their own right … but not a good way of getting to France - (based on Neil Kinnock, 1981)
  • Transcript

    • 1. Beverly Alimo-Metcalfe FBPsS Professor of Leadership, University of Bradford School of Management & Chief Executive, Real World Group The PPMA Annual Conference The Hilton London Metropole March 23 rd 2010
    • 2. The Public Sector Workforce Skills Challenge for the next decade – Facing up to the public sector recession
    • 3. The challenges…
      • To maximise the potential of the talent that resides within our organisation
      • To build leadership capacity
      • To create a culture in which supports learning, innovation, and constant improvement
      • To build highly resilient & adaptable teams with high ‘readiness for change’
      • To ensure high productivity will be sustained
    • 4. Leadership is about creating cultures that liberate … Intellectual capital Emotional Capital Social Capital Our potential Our Potential
    • 5. This will only happen if our approach to leadership…
      • Increases every individual’s effectiveness
      • without damaging their..
      • Motivation
      • Well-being
    • 6. Key to success? Engaging staff!
    • 7. Engagement Is…..
      • ‘ Engagement is a positive attitude held by the employee towards the organisation and its values’
      • ‘ which affects the extent to which individuals put discretionary effort into their work’
      IES (2004). The Drivers of Employee Engagement
    • 8. Engagement is good for staff
        • Wellbeing and health (Sonnentag, 2003); reduced burnout (Bakker et al., 2005)
        • Reduced depressive symptoms, somatic complaints and sleep disturbances (Hallberg & Schaufeli, 2006)
        • Higher self efficacy and commitment (Salanova, Agut & Peiro, 2005; Schaufeli et al., 2002)
    • 9. Engagement is good for organisations
        • Customer satisfaction (Corrigan et al., 2000; Harter et al., 2002)
        • Retention/turnover (CIPD, 2004; Gallup,2004; Watson Wyatt, 2005)
        • Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998)
        • Profitability (Towers Perrin, 2006; Watson Wyatt, 2006; Sirota Survey, 2005)
        • Safety (Harter et al., 2002)
    • 10. Good news… 60% believe they can give more! 2 barriers… their boss the culture
    • 11. The role of leadership and culture in increasing engagement & performance V I S I O N Performance Outputs (High quality services) Resources People KSA comp Experience Potential + Job Satisfaction Motivation Commitment ‘ Engagement’ LEADERSHIP Our Vision CULTURE
    • 12. The Engaging Transformational Leadership Model ENGAGING INDIVIDUALS ENGAGING ETHICAL VALUES Being Honest & Consistent Acting with Integrity Showing Genuine Concern Being Accessible Enabling Encouraging Questioning ENGAGING THE ORGANISATION Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive ENGAGING ALL STAKEHOLDERS Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively ‘ Engaging’ TLQ™ Dimensions
    • 13. ‘ Engaging’ leadership principles
      • Leader as servant and partner
      • Leadership is a social process (‘ubuntu’)
      • Leadership is about connecting people and ideas
      • - through a shared vision
      • - co-ownership
      • - co- design, and
      • - empowering partners in
      • implementation
    • 14. The impact of TLQ engagement scales on staff in local government (N = 4,000)
    • 15. Competencies & leadership
      • … being competent is necessary …
      • … but not sufficient , for effective leadership
    • 16. Relationship between Competencies & Leadership Degree of Competence Degree to which Engaging A B C
    • 17. Targets or engagement? C . I .A.
    • 18. Does engaging leadership work? 1 year Time 1 Leadership Culture of teams (n=46) Time 2 Productivity Morale Well-being Controlled for contextual variables =how competent =how engaging x
    • 19. A Culture of ‘Engaging with Others’
      • Feeling empowered by being trusted to take decisions
      • Feeling actively supported in developing one’s strengths
      • Believing people were willing to listen to ideas
      • Time was made for staff to discuss problems & issues, despite the busy schedule
      • Feeling all staff were involved in developing the vision
      • Feeling involved in determining how to achieve the vision
      • High use of face-to-face communication
      Alimo-Metcalfe, B. & Alban-Metcalfe, J. (2008). ‘Engaging leadership: Creating organisations that maximise the potential of their people’. London: CIPD.
    • 20. Lessons from High Performing Teams
      • Engaged important stakeholders
      • Shared vision of high quality customer-centred services
      • Clarity of desired outcomes – stretch goals
      • Leadership is distributed
      • Learning organisation culture – innovative & adaptable
      • Culture of high levels of social support
      Source: Alimo-Metcalfe et al., (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: Department of Health NHS SDO, Project 22/2002.
    • 21. Lessons from successful organisational transformations
      • Clear and Informed Vision
      • Planning for transformations :
      • - Set clear and significant stretch goals
      • Engaging for success:
      • - Engage staff early
      • - Create large-scale collaboration across the
      • organisation
      • - Ensure front-line staff own the change process
      • Communicate, communicate, communicate
      Creating organizational transformations: McKinsey Global Survey Results. MacKinsey Quarterly, September, 2008
    • 22. Leadership for the future…
      • Ethical – ‘the greater good’
      • Self-aware
      • Comfortable with sharing power
      • Make connections – meaning/emotions/people
      • Leaders as ‘ideas brokers’
      • ‘ disruptive leadership’
      • Create ‘communities of interest’ creating social capital
      • ‘ Leadership as collective genius’ by creating the conditions that encourage, facilitate, and sustain a high level of innovation & collective learning, and genuine partnership
    • 23. 10 Lessons from supporting cultural transformation
      • Top management buy-in is crucial: build a strong evidence-based business case; provide data
      • Only start if organisation is ready, and committed
      • Transparency - Engage the whole organisation
      • Diagnose what interventions required where
      • Relate everything to the org’s objectives & the values
      • Engage front-line early & support middle managers
      • Build human capital & social capital
      • Ensure all HR processes consistent with the aim
      • Evaluate ROI – share learning
      • Celebrate success & publicise it!
    • 24. Finally… If you want to change the culture… Just change the conversations..
    • 25. Contact
      • [email_address]
      • Real World Group
      • Stewart House
      • St Andrew’s Court
      • Leeds LS3 1JY
      • UK
      • www.realworld-group.com