PETER TOTTERDILL - Innovation at the Workplace

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Ponencia impartida por Peter Totterdill, jefe ejecutivo del Work Network de Reino Unido (Organización UKWON), el 3 de julio de 2013 en la II European Summer School of Social Innovation

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PETER TOTTERDILL - Innovation at the Workplace

  1. 1. Professor Peter Totterdill EUWIN / UK Work Organisation Network
  2. 2. Professor Peter Totterdill EUWIN / UK Work Organisation Network So why are we talking about workplace innovation at a Social Innovation Summer School?
  3. 3. A not-for-profit partnership between social partners, public agencies and universities Spreading evidence-based workplace practice through research, policy advocacy, pro- bono dissemination and consultancy A lead partner in EUWIN – the European Workplace Innovation Network Workplace Innovation www.workplaceinnovation.eu Contact Peter Totterdill peter.totterdill@ukwon.net / +44 115 933 8321 UKWON The UK Work Organisation Network www.ukwon.net
  4. 4. So why are we talking about workplace innovation at a Social Innovation Summer School? 1. What happens at work is important • productivity • innovation • resilience • quality of working life • health • social inclusion
  5. 5. So why are we talking about workplace innovation at a Social Innovation Summer School? 1. What happens at work is important 2. The past is an increasingly unreliable guide to the future
  6. 6. Times of economic downturn are times to invest in people and workplace innovation. Now is the time to engage people in finding creative solutions.
  7. 7. Anticipating the future is tricky
  8. 8. Anticipating the future is tricky “It will be years – not in my time – before a woman will become Prime Minister.” Margaret Thatcher, 1974
  9. 9. The past is an increasingly unreliable guide to the future Globalisation Scarcity Climate change Security Ageing Technology Consumer values Health and wellbeing Engagement
  10. 10. The past is an increasingly unreliable guide to the future Globalisation Scarcity Climate change Security Ageing Technology Consumer values Health and wellbeing Engagement Traditional ways of organising work and traditional approaches to management are inadequate in an increasingly volatile world.
  11. 11. So why are we talking about workplace innovation at a Social Innovation Summer School? 1. What happens at work is important 2. The past is an increasingly unreliable guide to the future 3. Effective organisational change is a social process
  12. 12. A knowledge economy is based on workplaces in which employees at all levels can use their knowledge, skills and creativity to the fullest possible extent
  13. 13. Leadership
  14. 14. Quick Guide to Leadership Theory
  15. 15. Quick Guide to Leadership Theory DON’T worry about: Charisma Personality Strategy
  16. 16. DO worry about: Self-directed teams Delivery Reflection Learning Trust Entrepreneurship Quick Guide to Leadership Theory DON’T worry about: Charisma Personality Strategy
  17. 17. “Cascading down” Resistance
  18. 18. “Cascading down” Resistance Working in silos Policy/implementation gap
  19. 19. Dialogue, Reflection, Negotiated Action
  20. 20. Dialogue, Reflection, Negotiated Action Shared Knowledge & Common Agenda
  21. 21. Workers as knowledgeable participants Engaging workers in innovation and improvement Harnessing the potential for win-win-win outcomes
  22. 22. The Four Enablers of Staff Engagement • Visible, empowering leadership providing a strong strategic narrative about the organisation, where it came from and where it’s going. • Engaging managers focus their people, give them scope, treat them as individuals, and coach and stretch them. • There is employee voice throughout the organisation. Employees challenge and are seen as central to the solution. • There is organisational integrity. Values are reflected in day to day behaviours with no ‘say–do’ gap. www.engageforsuccess.org
  23. 23. The importance of voice
  24. 24. Recognising the force of the better argument
  25. 25. Recognising the force of the better argument . . . whoever it comes from
  26. 26. FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Empowering job design and individuals engaged in dialogue
  27. 27. Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Knowledge Sharing FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue
  28. 28. Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue
  29. 29. Eight of the top 10 drivers of engagement are linked with job design: 1. I get a sense of achievement from working here 2. I enjoy my work 3. In my job I have the chance to do what I do best 4. I am proud of the work that I do 5. I feel valued and recognised for the work that I do 6. My job makes the best use of the skills and abilities that I have 7. I have the right opportunities to learn and grow at work 8. I have the freedom I need to get on with my job. People Insight Survey
  30. 30. Nottingham City Hospital Paediatric Renal Unit
  31. 31. Good practice The John Lewis Partnership The UK’s Favourite Retailer (Consumer Satisfaction Index) “Many of our [staff] have worked for the business for many years. They’re interested in what they sell, and have excellent product knowledge: all our [staff] are trained on products, sales and service . . . we are delighted that so many customers remark on our [staff]’s friendliness and helpfulness.”
  32. 32. Good practice The John Lewis Partnership “Many of our [staff] have worked for the business for many years. They’re interested in what they sell, and have excellent product knowledge: all our [staff] are trained on products, sales and service . . . we are delighted that so many customers remark on our [staff]’s friendliness and helpfulness.”
  33. 33. 1. Make staff care about customer service 2. Teach protocol - but empower staff to make decisions themselves 3. Enable front-line staff to feedback on what customers want 4. Be exceptional 5. Maintain customer service levels online Good practice The John Lewis Partnership
  34. 34. Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue
  35. 35. Teams as Fountains of Innovation • Require teams to search for new ways to improve. • Require teams to be relentlessly upbeat and self confident. There’s no problem that can’t be solved, no status quo that can’t be bettered. • Require teams not just to listen to patients – that doesn’t capture it. It requires active engagement, not just passive listening. • Require teams to actively suspend normal perceptions. Observe how others behave and to ask: “why?”
  36. 36. The Green Room
  37. 37. Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue
  38. 38. From complaints to continuous improvement
  39. 39. From complaints to continuous improvement
  40. 40. “This is my vision, tell me how you think we’ll need to behave in order to achieve it.” Phil Bentley, MD • The Honest Conversation. An opportunity for all staff to feed ideas for improved customer trust and service directly to the MD. • My voice, my world. An online feedback tool for Services staff. • Employee forums, enabling staff and union representatives to discuss strategic issues and their impact on customers and the workforce. • It drives my crazy world. A method developed in the Cardiff Customer Services Centre to start reflective conversations on service improvement and culture change. bespoke approach. Bespoke approaches in each business unit. For example: Good practice British Gas
  41. 41. ThinkUp
  42. 42. Trade Union or Workplace Representatives Employees participating as experts or professionals Self-organised teamworking Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue
  43. 43. Tegral
  44. 44. Kaiser Permanente “Value is with the workers” The Value Compass
  45. 45. Trade Union or Workplace Representatives Self-organised teamworking Knowledge Sharing TACIT KNOWLEDGE INTO STRATEGY STRATEGY INTO PRACTICE Quality of Dialogue MANAGEMENT SYSTEMS & PROCEDURES PRODUCTIVE REFLECTION FORMAL, RIGHTS-BASED REFLECTIVE AND KNOWLEDGE- BASED TEAM-BASED PROBLEM SOLVING INFORMAL Empowering job design and individuals engaged in dialogue Employees participating as experts or professionals
  46. 46. . . . creating workplaces where all employees can use and develop their full range of knowledge, experience and creativity in their day-to-day jobs Hi-Res Study
  47. 47. Competitiveness and good jobs - convergence, not a trade off
  48. 48. So why are we talking about workplace innovation at a Social Innovation Summer School? 1. What happens at work is important 2. The past is an increasingly unreliable guide to the future 3. Effective organisational change is a social process 4. There is a massive gap between evidence-based practice and common practice in Europe
  49. 49. People-Centred Change?
  50. 50. Change is messy
  51. 51. Change is messy “While planning is a crucial element of any organisational change, once you begin the change process a lot of it goes out the window. You have to be prepared to adapt and be flexible.” John Dalton, CEO Castolin Eutectic
  52. 52. So how can EUWIN promote workplace innovation? . . . as knowledgeable participants in workplace innovation
  53. 53. Launch of EUWIN The European Workplace Innovation Network Brussels, 10 April 2013
  54. 54. Keynote events across Europe A widespread campaign A knowledge bank to support practitioners A community of enterprises, social partners, policymakers and researchers The European Workplace Innovation Network
  55. 55. Customer focus Employee engagement Enabling culture Resilience Positive employment relations
  56. 56. Customer focus Employee engagement Enabling culture Resilience Positive employment relations HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS
  57. 57. Work organisation • Job design • Teamworking • Integration of technology • Flexible working Structure and systems • Reducing organisational walls and ceilings • Incentivising enterprising behaviour • Fairness and equality Workplace partnership • Dialogue • Representative participation • Involvement in change • Openness and communication • Integrating tacit and strategic knowledge Customer focus Employee engagement Enabling culture Resilience Positive employment relations HIGH PERFORMANCE GOOD WORK SUSTAINABLE ORGANISATIONS WORKPLACE INNOVATION THE FIFTH ELEMENT Learning and reflection • Individual/team discretion • Continuous improvement • High involvement innovation • Learning and development • Shared knowledge and experience
  58. 58. Partnership forums: what do they do? Organisations with mutually reinforcing workplace practices achieve superior performance as their collective impact is greater than the sum of individual measures.
  59. 59. FACILITATORS OF WORKPLACE INNOVATION Public Policy Research Expertise Social Partners Dialogue
  60. 60. Join EUWIN at www.workplaceinnovation.biz/euwin . . . and become a EUWIN Ambassador!
  61. 61. We’re part of the UK Work Organisation Network, a not-for-profit partnership between employers’ organisations, unions, public agencies and universities (www.ukwon.net) Workplace Innovation Limited www.workplaceinnovation.eu Peter Totterdill peter.totterdill@ukwon.net or +44 115 933 8321

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