Annette Rowe - Engaging Leadership - The role HR in supporting transformation - PPMA Seminar April 2012

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Annette Rowe - Engaging Leadership - The role HR in supporting transformation - PPMA Seminar April 2012

  1. 1. Engaging Leadership – the role HR in supporting transformation Annette Rowe www.baxipartnership.co.ukannette.rowe@baxipartnership.co.uk 07913681778 April 2012
  2. 2. Who are Baxi Partnership?• an employee-owned company;• specialists in mutual and employee ownership in both the private and public sectors;• 12 years experience supporting over 35 organisations through full transition and working with dozens more;• Cabinet Office mentors to three of the Government’s Mutual Pathfinders;• part of a consortium of specialist providers who won the contract to deliver to the Cabinet Office’s re-launched Mutuals Information Service providing triage support to the Mutuals Support Programme;• provide transition support to organisations looking to become mutual or employee owned through both the technical and cultural challenges involved;• Over 12 years successful experience of employee and customer engagement programmes;• support creation of mutual culture, driving strong, effective employee ownership that promotes high levels of motivation, employee engagement, innovation, productivity and overall performance;• support access to capital through expert advice, our own capital investment fund and network of social investment partners.
  3. 3. Cultural challengesBeing an employee owner should feel different to working in a traditionallystructured organisation in a number of ways, and there are challenges to bothmanagement and employees to make it work:  Two-step culture change – to a more commercial mindset and to thinking like an employee owner  Management leads on behalf of everyone in the organisation  Encourage participation without anarchy or paralysis  Foster a more innovative and entrepreneurial approach  Greater transparency is critical to drive a sense of ownership and a culture of informed innovation  Peer support and challenge and thinking like a single organisation to sustain a culture of continuous productivity  Employee representation and engagement mechanisms
  4. 4. Capturing the Spirit of Ownership ‘Can you achieve the benefits of employee ownership and strengthen transformation?’
  5. 5. Leadership in Transformation - responses to good management Traditional Employee Ownership • Manager • Leader • Systems • Initiative • Centralised structure • Decentralised autonomous units • Bureaucracy • Loose-Tight structure • Be efficient • Have fun • Task centred • People centred • Rigid • Flexible, adaptable • Clear boundaries • empowered, no blame culture • Follow the rules • Find solutions • Do what you are told • Make peoples day • Follow procedures • Go the extra mile
  6. 6. What People Want from their Leaders Of 1000 people surveyed the most common qualities people wanted in a leader were: • Integrity • Honesty • Fairness • Vision • Humility • TrustworthinessSource: ‘Inside Out – How to have authentic relationships with everyone in your life’ by Sarah Abell 6
  7. 7. Supporting and Embedding Transformation Leadership • Clear direction clarifies purpose and engage employees Communication • Clear communication enables employees participation Organisational Development • Aligned organisational development programmes enables strong leadership © 2011 Cultural Chemistry, LLC All right reserved
  8. 8. Leadership Communication DevelopmentLeadership• Defines a clear mission, vision, goals & strategies• Communicates the vision clearly and keeps it in front of the employees• Role clarity is everything• Communicate with all layers• Moves away from assigning a task• Communicate success
  9. 9. Case study: PathfindersOfficial learnings: • Innovation and efficiency • Customer engagement • Staff engagement • More responsive • Passion & leadershipHands on learnings: • The scale of the procurement challenge • Lack of manager / commissioner understanding • Sometimes leadership isn’t enough • Need to bake in employee involvement early • Need to be realistic about future tenders
  10. 10. Effective channels ofinternal communication
  11. 11. • What will staff need to know in order to do our jobs?• What will staff need to know in order to feel and act as ‘owners’?• What would staff expect to know or hear about first in order to feel part of the organisation?
  12. 12. Leadership Communication DevelopmentOrganisational Development• Job descriptions are aligned to organisational goals and explain purpose of the role, skills needed and expected output of the role• Career ladders are publicly available• Employee has a development plan focused on increasing their knowledge and aligned to organizational purpose• Measurement of HR ROI is in place• Success is celebrated frequently © 2011 Cultural Chemistry, LLC All right reserved
  13. 13. Recruitment and Selection - 4 Keys of Great Leaders1. Select the • Select for TALENT AND OWNERSHIPPerson • Not simply experience, intelligence or determination • Define the right OUTCOMES2. Set Expectations • Not the right steps3. Motivate the • Focus on STRENGTHSPerson • Not on weaknesses4. Develop the • Find the RIGHT FITPerson • Not simply the next rung on the ladder
  14. 14. InductionTo Include? :• What you are about,• and responsibilities of being an employee, customer/user service,• business performance and strategy,• who is who,• values and• how we do things.Staff get the right messages on what we are aboutand what is expected from first day
  15. 15. The art of performance management Keep the routine SIMPLE Meet FREQUENTLY: minimum once a quarter Focus on the FUTURE Ask employee to keep track of their OWN performance and learnings
  16. 16. Listening to Staff and Customers How do you measure?..... • employee engagement • leadership performance in terms of ownership and engagement ? • the core elements needed to attract, focus and keep the most talented employees? • the impact of rewards? • customer engagement • Stakeholder loyalty and reputation
  17. 17. Measuring strength of Work PlaceHow do you measure the core elements needed toattract, focus and keep the most talentedemployees?“Business Units were measurably moreproductive when employees answered positivelyto engagement questions.”GallupAnalysis of performance data from over 2,500 business units and over105,000 employees
  18. 18. Case study: MyCSPOwnership model: Presented by Cabinet Office as first of central Government spin outs. New organisation will have tripartite ownership split between employees, Government and yet tbc private sector JV partner.Spin out process: Not so much spun out as shoved out by Cabinet Office, who have driven the process including Crown Commercial Representative Stephen Kelly Chairing Shadow Board. Costs funded by Centre and new JV.Employee buy-in: Though management claim they have consulted from the start, there is no doubt many employees felt this was being done to them. More effective engagement is taking place now, but there is still significant staff resentment at the process.
  19. 19. Learning and Development
  20. 20. People Development• Aligned with performance development• Leadership Development• 1st Line Leadership• Team Development• Preparing Employees for a new way of doing things• Performance Management• Foundation Training
  21. 21. Case study: Kensington & Chelsea Youth Services Ownership model: Employee-led social enterprise. Wholly owned by employees. User involvement in governance arrangements. Still deciding final arrangements around Trust versus employee share scheme. Spin out process: Supported to go by Local Authority. Up front costs of transition paid for. Aim is for Authority to provide dowry contract for 5 years – still in negotiation. Aim to be live by September 2012. Employee buy-in: Employees have been consulted significantly from the start. Held all staff vote to ensure a mandate exists. Shadow governance arrangements are already involving employees directly. Specialist support provided to support employees in driving new culture.
  22. 22. Reward and recognition • Recognise • Celebrate • Involve
  23. 23. FUN?
  24. 24. And finally……….
  25. 25. Cardiologist and Motorcycle Mechanic – a parable
  26. 26. Try doing it withtheengine running!
  27. 27. Simple concept……..• Needs: And all – Right Leadership – Right people with the – Skilled implementation – Inspired communication engine – Commitment to excellence running!! – Desire to delight customers – Willingness to have fun

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