Prof Beverly Alimo Metcalfe - PPMA Conference 2010
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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)

Prof Beverly Alimo Metcalfe - PPMA Conference 2010 Prof Beverly Alimo Metcalfe - PPMA Conference 2010 Presentation Transcript

  • 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
  • The Public Sector Workforce Skills Challenge for the next decade – Facing up to the public sector recession
  • 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
  • Leadership is about creating cultures that liberate … Intellectual capital Emotional Capital Social Capital Our potential Our Potential
  • This will only happen if our approach to leadership…
    • Increases every individual’s effectiveness
    • without damaging their..
    • Motivation
    • Well-being
  • Key to success? Engaging staff!
  • 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
  • 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)
  • 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)
  • Good news… 60% believe they can give more! 2 barriers… their boss the culture
  • 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
  • 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
  • ‘ 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
  • The impact of TLQ engagement scales on staff in local government (N = 4,000)
  • Competencies & leadership
    • … being competent is necessary …
    • … but not sufficient , for effective leadership
  • Relationship between Competencies & Leadership Degree of Competence Degree to which Engaging A B C
  • Targets or engagement? C . I .A.
  • 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
  • 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.
  • 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.
  • 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
  • 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
  • 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!
  • Finally… If you want to change the culture… Just change the conversations..
  • Contact
    • [email_address]
    • Real World Group
    • Stewart House
    • St Andrew’s Court
    • Leeds LS3 1JY
    • UK
    • www.realworld-group.com