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Motivating Staff using Benefits management to align values


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Everyone wants to make a difference. When people feel involved, feel that they make a difference, they can achieve superhuman results. When they don't feel involved, recognised, and able to contribute, they become demotivated.
Benefits Management is a way of measuring to demonstrate results. With the right measures and reporting in place, people can see what a difference they make and can see how their changes in behaviour and activity affect the organisation's (and their team's) success. That's why it is so powerful!

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Motivating Staff using Benefits management to align values

  1. 1. What’s in it for me?Benefits realisation managementand staff motivationHugo Minney PhDThe Social Return Company
  2. 2. What gets you up in the morning?• Nobody comes in to work to do a bad job(well, almost nobody)• We all want to make adifference – make theworld a better place• Very few people workjust for the money*• So… what am I going to tell you?• Osterloh & Frey 2007 Does pay for performance really motivate employees?• PwC NextGen 2013: Millennial workers want …
  3. 3. A future where all projectssucceedJohn Thorp – The Information Paradoxcapability
  4. 4. Benefits ManagementBenefits management is the identification,definition, planning, tracking and realisation ofbusiness benefits.• Recognise what we’re trying to achieve – in context.Do we still want this? What’s changed?• Who does it affect? The employees are often theforgotten stakeholder• Do we know what success looks like? (soft measures)• Does everyone agree what success looks like?• People look after Number 1. Are you giving themwhat they want?
  5. 5. A Health Economy in NorthernBritain• 160 initiatives for change – “projects”• £60 million per year spent on change• Professional carers resist change – all changerepresents risk – “what we’re doing now issafe”• Management targets divorced from both theknowledge, and the need (sometimes)
  6. 6. Benefits Frameworks• Part time for 4 months• 7 workstreams,• Three workshops– Context: what you are doing, what the need is, whereare the gaps? What does success look like?– Measurement: what means improvement, where canwe get that information?– Delivery: how are you doing? What are you changingbecause of measurement?• coaching between workshops
  7. 7. Benefits Mapping
  8. 8. … means People getting involved
  9. 9. … means common sense
  10. 10. Staff Motivation• “I can tell my grandchildren ‘I did a goodjob this week’ “• Lower Sickness/ Absence• Easier Recruitment/ Retention• Getting much more done• Engaged with corporate objectives –even to MAKE MONEY
  11. 11. Why projects don’t succeed• Failure – budget, time, quality• Benefits delivery, contribute to corporateobjectives are “nice to have”?• Internal problems 60% of the reasons forfailure– Failure to plan– Failure to apply governance– Failure to be motivated?– Failure to engage BAU at handover?PricewaterhouseCoopers 2012Budget TimeQualityBusinessObjectives
  12. 12. Driving improvement• We (the people who talk to the client/ do thework) see the need/problem first!• We know what to do about it (have the mostexperience)• We can inspire*• We won’t resist our owndesign for change• (a new problem –managing configuration)Malcolm Gladwell – Tipping Point
  13. 13. Outside of healthcare• Adults with learning disabilities in receipt of ISL• Drug rehabilitation for mothers who want theirchildren back• Virgin Media residential cable installers• Who else could benefit (pun intended)?– Call centre workers?– The building trade? What are you creating?
  14. 14. How do you use it?• Involve stakeholders• Map outcomes to context and drivers for change• Evidence – what is important (NOT JUST “whatcan we measure?”)• Establish impact – does our change result in this,or was it something else?• Calculating the outcome so people can use it tomake decisions• Reporting – and using the resultsTailored from:Jeremy Nicholls – A guide to Social Return on Investment
  15. 15. Turning SOFT into HARD• Important things like– Customer Satisfaction– Net Promoter Score• What impact on the bottom line?• How much?• Decisions on investment and on furtherinvestment• Decisions on direction
  16. 16. Where do you go from here?• 4 stages of Benefits Management:– WHY – business case, sponsor, stakeholders– WHAT & HOW• Project planning, measurement schema• Project delivery, decisions to maximise benefits– HANDOVER – handover capability, plus motivation– ONGOING• Measuring and reporting• Tweaking and adjusting for even better outcomes
  17. 17. Define BenefitsCase for InvestmentQuantify andmilestonesDecisions tomaximisebenefitsWhat benefitsdeferred and howto monitor themBenefitsFrameworkIdeaInitiationDefineDeliverablesMilestonesResourcesProject monitoringProject deliveryGovernanceClosedownProjectManagementHandoverTaking Benefits ManagementOnwardsBusinessas UsualReporting& tweaksWHY WHAT & HOW HAND-OVERONGOING
  18. 18. Professionalism• Like Project Management – follow a tried andtested process*:– don’t just make it up as you go along• The right tools for the job– includes Project Management, Time andBilling, EVA; Benefits Management to followshortly (one time entry, used many times)– Try it out at* PwC 2012 Project Maturity
  19. 19. The foundations of Morale• The military understand this– Spiritual – because only spiritual foundations canstand real strain– Intellectual – because men are swayed by reasonas well as feeling• It must be attainable, by the organisation. Confidencein planning and capability– Material – last, because the very highest kinds ofmorale are often met when material conditionsare lowestWilliam Slim “Defeat into Victory”
  20. 20. Measuring & reporting to motivate• What’s important?*– We are not just numbers– We are excellent at what we do– Our company and our customers recognise oureffort and care– We are doing something useful and valuable• How do we measure these?– Team and individual recognition – measure whatmatters– Put it into context: “I help people” (identity!)James Robbins – Nine Minutes on Monday
  21. 21. When the best leader’s work isdone, the people will say:“We did it ourselves”Lao Tzu
  22. 22. Hugo MinneyPhD, Acc Prac SROI, M APM, PRINCE207786