Prof Beverly Alimo Metcalfe - PPMA Conference 2010

2,810 views
2,521 views

Published on

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

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,810
On SlideShare
0
From Embeds
0
Number of Embeds
12
Actions
Shares
0
Downloads
53
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • 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

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

    ×