Rob Whiteman - PPMA Conference 2010

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Monday - 2pm Workstream 2 - Getting the best from your workplace

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  • Taking an example in more detail, a recent CIPD research (“Public-private sector absence gap: why size doesn’t matter“) challenges the myth that public sector sickness is higher because of the typically larger size organisations. When you include manufacturing and production the rate is still lower.
  • As nationally we redesign the relationship between the citizen and the state, this will impact on the relationship between public sector employers – especially councils and the workforce.
  • Not sure about Chemistry – do you like them…. public sector spirit would suggest this is about do they share similar public sector values…..
  • We have a huge amount to be proud of. We have achieved and continue to achieve significant improvements for our residents,
  • And we have some big challenges
  • Our Organisational Development strategy is driving our ambition to create the right culture for Barking and Dagenham. The strategy underpins our approach to transformation and has a specific targeted action plan organised around 6 themes to drive change and improvement in these areas.
  • Leadership = political and managerial being clear about what we want to achieve our purpose and direction   We want to increase average household incomes to increase the prosperity of everyone We want the place to look smarter and feel safer for our residents We want to continue our work to increase skills and qualification levels We want Barking and Dagenham to be the best opportunity in London to do business – attracting inward investment and business to create more local jobs and build on our strengths in areas such as manufacturing, culture and heritage and Green economy/industry We will create more opportunities for things for people to do; for example opening up the Beacontree swimming pool and Leisure centre, doing more for our young people as part of the Youth strategy…..other examples of what we are doing to improve the area
  • Our starting point is with our vision and values. Articulating our ambition and clear purpose that makes real and relevant difference to people across all services and explicitly linked to individuals values and behaviours. This is very important to us in Barking and Dagenham especially as almost 45% of our employees live in the borough.  
  • We continually remind ourselves of why we do what we do and how we can do it better. …. There are many examples of our creativity We will continue to develop new and innovative ideas with our residents in places like our popular Dagenham Town Show - getting out there and meeting people. Our young people inspired and shaped the brand ‘Street base’. And our beach volleyball which was created in the Town Square to celebrate London 2012 open weekend… We will continue to focus on improvements in the way we work to make the experience of our customers better.
  • Managing significant change is a key consideration in productivity – change can inspire and motivate but can also be seen as a threat and challenge – need to understand the workforce - motivations, hopes and fears in the particular geographical location
  •   We know that many employees work very hard to deliver excellent services and will find creative ways to continue to do so. However our key messages are that they have to do more for less, that for some the future roles and employment is uncertain and we are painting a picture of a challenging and uncertain future. This is where it is important to reconnect with the values and the type of employee we want in the future. We are all on this journey together – working in local government we want to make a difference and we want to improve the lives of our residents in Barking and Dagenham. We want to be proud of the borough we work for and we feel passionate about making things better.   We want you to be proud to work for Barking and Dagenham Council    
  • You’ll have seen this research from 2008 but the findings are still relevant today. Ben Page of Ipsos Mori highlights the strong correlation between high performing councils ( under CPA) and levels of satisfaction of their employees.
  • Barking and Dagenham like all councils will have to think more creatively about doing more with less. How do we work smarter how do we join things up more Innovation Can be developed from within or ‘borrowed’ from outside Something that will make a difference to services/people’s lives Can be small, but make a big difference Examples: The ‘Recession Task Force’ which was praised by Gordon Brown as a good practice example. Our Community communicators are seen as a good example of really understanding the views and values of our residents
  • One of our Directors (David) went out to meet staff on Email and meeting free day (last Friday of every month). Harry was a gardener who maintained plants on a roundabout. He told David that watering the plants regularly caused major disruption to traffic on the round about. He said he had had a idea to improve the situation which involved changing the plants from herbaceous to perennial. By doing this the plants needed to be watered less frequently reducing disruption to residents and the new plants costed less per plant and were cheaper to maintain.
  • We compare the Place survey results with our employee survey results - this helps employees become more self aware, challenge their perceptions of the service we offer and the views of the residents (many employees also being residents. For example currently a 7% gap in council efficient and well run. Public 49% v 56% Biggest gap 19% is on acting on concerns of local residents – currently 56% of employees think we do v 37% of the public
  • Green champions – over 100 green champions across the organisation, trained, developed and bringing about a real shift in the culture around our energy usage we are beginning to see real benefits. 4 Box Model is our model of self assessing and challenging performance (poor performance and excellence) and exploring succession planning We use our Corporate Health indicators to check employee assessment of service against the publics’ see later slide We encourage Heads of Service to spend 20% of their time working on internal corporate projects or external relationship working We trained volunteer staff in partnership with met police, on how to avoid cold calling distraction burglary of most vulnerable residents We have staff trained in 4Ps gateway review process. They are used in other boroughs and internally to improve programme management skills
  • Steven Job’s view of Productivity .... He was actually talking about innovation but I think it still applies!!
  • Rob Whiteman - PPMA Conference 2010

    1. 1. “ Getting the most” and “maximising the productivity” of our workforce. Rob Whiteman Chief Executive London Borough of Barking & Dagenham
    2. 2. Getting the Most…………. <ul><li>Inspiration and motivational leadership </li></ul><ul><li>Clear aims and priorities and investing in innovation </li></ul><ul><li>Challenging waste and inefficiency </li></ul><ul><li>Sustaining momentum and new competencies </li></ul><ul><li>Pay, rewards working conditions </li></ul><ul><li>Balancing organisational experience and new talent </li></ul><ul><li>Personal and organisational development </li></ul><ul><li>Meeting the needs of the public </li></ul><ul><li>For the next decade – improving pructivity </li></ul>
    3. 3. Challenging public sector on productivity <ul><li>Absence levels </li></ul><ul><li>Leadership and engagement role of front-line managers </li></ul><ul><li>Changing roles & delivery vehicles; strategic partnering, commissioning </li></ul><ul><li>Skills transfer & succession planning </li></ul><ul><li>Total Reward, terms & conditions , Trade Unions </li></ul><ul><li>Equality and diversity </li></ul><ul><li>High cost/low vfm services </li></ul>
    4. 4. Challenging absence - Public v private sector Source: CIPD Absence Survey 2009
    5. 5. Public sector employee 2010 - 2020? <ul><li>Operating in a recast role of councils </li></ul><ul><li>Shrinking public sector finances mean councils increasingly not the employer </li></ul><ul><li>New individual ‘career networks’ & skills requirements </li></ul><ul><li>Using new technologies & networked teams </li></ul><ul><li>Evidencing flexibility, productivity and new competencies....... </li></ul>
    6. 7. So how might this model apply in practice? ? Right way LEAN and BPI Flexible working Partnership models Continuous improvement and innovation Right motivation Engaged staff Performance management Total rewards Right people Workforce planning Recruitment and retention Job design Right thing Customer focused service design Outcome focus Measurement Right vision Comprehensive approach Customer focus Partnership working Right skills Skills gap analysis Skills development Right culture Member commitment Leaders’ behaviours model vision
    7. 8. Where we are in Barking and Dagenham
    8. 9. Improved GCSE results New building developments Free swimming Freezing Council Tax Community Cohesion Apprenticeships Youth strategy Our achievements and ambition Youth Access Card Green Flag for sustainability Barking Town Square Barking Riverside New industries One B&D Model
    9. 10. Significant budget savings Major change management Satisfaction of our residents High unemployment & low skills Housing Health in equalities Our challenges Pace of demographic change
    10. 11. Transforming Barking and Dagenham <ul><li>Our OD strategy to create ‘the right culture’ – the culture that is right for us… </li></ul><ul><li>Focusing on our performance and efficiency. </li></ul><ul><li>Looking outwards to improve inwards. </li></ul><ul><li>Maximising our commitment. </li></ul><ul><li>Building leaders for now and the future. </li></ul><ul><li>Putting the Customer at the heart of what we do. </li></ul><ul><li>Innovation and learning. </li></ul>
    11. 12. Connecting people with a sense of pride, passion and purpose
    12. 13. A clear core purpose… … made real and relevant to people across all services… … and explicitly linked to individuals’ values and behaviours
    13. 14. Managing Front line Improvements….
    14. 17. Maintaining morale during a lean decade for the public sector
    15. 18. People in Excellent Councils have higher job satisfaction. % very satisfied with job Ipsos Mori 2008 Excellent Good Weak Poor Fair
    16. 19. Finding better and ways to do more for less!
    17. 20. New ways of working....
    18. 21. Service impact Corporate Health Indicators <ul><li>To what extent do you think that these statements apply to B & D Council? </li></ul><ul><ul><li>Is making the local area a better place to live (satisfied with your local area as a place to live) </li></ul></ul><ul><ul><li>Is efficient and well run </li></ul></ul><ul><ul><li>Acts on the concerns of local residents </li></ul></ul><ul><ul><li>Provides good value for money </li></ul></ul>
    19. 22. Some other examples Right Thing Right Way Right motivation Right People Right Skills Green Champions 4 Box Model & CHI 20% HoS time 4Ps Gateway reviewers Burglary distraction
    20. 23. “ When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It's not about money. It's about the people you have, how you're led, and how much you get it. Steve Jobs CEO, Chairman, Co-Founder Apple Computer Corp
    21. 24. Food for thought… <ul><li>Ford at Dagenham </li></ul><ul><li>$40 per hour versus £4 per hour – which is the most productive? </li></ul>
    22. 25. In summary Right way Continuous improvement and innovation Right motivation Right people Right thing Right vision Right skills Right culture Member commitment Leaders’ behaviours model vision
    23. 26. Thank you Rob Whiteman Chief Executive London Borough of Barking & Dagenham

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