Launch of the eastern staff engagement network
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This document discusses staff engagement in the UK civil service. It provides context on civil service reform goals to create a more engaged workforce. It then describes the purpose and activities of Civil Service Local networks in building cross-departmental collaboration and staff representation. Case studies are presented on staff engagement initiatives at the Ministry of Justice, including the use of employee engagement champions, analyzing staff survey results, and regular engagement events. Barriers to and solutions for engagement are discussed.
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Launch of the eastern staff engagement network
- 1. Local Staff Engagement Network East of England Ian Barton, Local Co-ordinator Ian.Barton@csresourcing.gsi.gov.uk http://www.civilservice.gov.uk/about/improving/civil-service-local
- 2. Local Context: Civil Service Reform & Staff Engagement • Civil Service Reform Plan - Chapter 5: Creating a modern employment offer for staff that encourages and rewards a productive, professional and engaged workforce • Civil Service Reform overarching theme – “a more unified, open and accountable Civil Service”.
- 3. Local Civil Service Local & Staff Engagement • The purpose of Civil Service Local is to work collaboratively across all departments to develop significant local influence over the delivery and effectiveness of the reform agenda. We lead flagship initiatives that test new ideas, find solutions to problems, and encourage all Civil Servants to actively support Civil Service Reform. • Support a more unified Civil Service by building greater cross departmental collaboration, ensuring that 80% staff are represented through our CS Local networks.
- 4. Local Definitions of Staff Engagement • CIPD - “being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to other” • Professor John Storey in Engaging for Success (MacLeod & Clarke) – “a set of positive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisation’s mission”.
- 5. Local The Challenge • Annual Civil Service Staff Survey: Sir Bob Kerslake’s challenge (blog – November 2013) – “we must all get involved in thinking about how we use the staff survey results to help make our organisations great places to do great work”.
- 6. Local So why a Staff Engagement Network? • Demonstrated commitment to engagement • Overcome geographical isolation • Create sense of community • Share best practice • Avoid repeating mistakes
- 7. Local Case Study 1 • A departmental perspective: Ministry of Justice (Rob Neill)
- 8. 8 What we do well A Departmental PerspectiveA Departmental Perspective
- 9. • 1/5 BIG Govn’t Depts • 80,000 staff • £9m budget • 10m customers • 2,700 locations
- 10. Employee EngagementEmployee Engagement What – When - How
- 11. 11 Over 28 million 28 million results
- 12. I feel motivated and valued for my contribution I’m able to give my best at work Q : What is Employee Engagement ?Q : What is Employee Engagement ? I need more challenging work I’m not emotionally connecting with the business I don’t have a voice at work
- 13. Why is it Important?
- 14. Benefits of an engaged workforceBenefits of an engaged workforce Encourage employee involvement in decision making processes Increase employee confidence and trust Reduce absence Create more opportunities for employees to voice their opinion Motivate more employees to act in support of organisational goals More dialogue across organizational boundaries Easier to introduce changes Build confidence in collective ability to deliver Indicator of success Improve employee performance
- 15. == 1.1. Strategic NarrativeStrategic Narrative 2.2. Engaging ManagersEngaging Managers 3.3. Employee VoiceEmployee Voice 4.4. IntegrityIntegrity July 2009 – MacLeod & Clarke
- 16. 44 Key Enablers of EngagementKey Enablers of Engagement www.engageforsuccess.orgwww.engageforsuccess.org
- 17. Leading on EngagementLeading on Engagement “Two particular reasons why I’m delighted to be back here are that this department has a great reputation for innovation and it has a great reputation for engaging staff in the business. It’s really lucky that we have a good reputation for both those things because we’ve got some serious challenges ahead not least of which is transforming justice while reducing costs. That’s a tough problem for us and we’re going to need all the innovation and all the staff engagement that we can get to make that happen.” Ursula Brennan, MoJ Permanent Secretary
- 18. Acknowledge that each of us experience work differently Use the Civil Service Staff Engagement Survey to measure key drivers Measure and contrast Engagement Index scores via Say, Stay & Strive Pay attention to the known key themes as we Ask, Analyse & Act : Our ApproachOur Approach A : My Manager B : Leadership and Managing Change C : My Work D : Resources and Workload E : Organisational Objectives & Purpose F : Pay and Benefits G : My Team H : Learning & Development I : Inclusion and fair treatment
- 19. SAY STAY STRIVE • I would recommend the MoJ as a great place to work • I believe strongly in the objectives & purpose of MoJ • It would take a lot to get me to leave MoJ • I rarely consider leaving MoJ to work elsewhere • The MoJ inspires me to do my best work every day • The MoJ motivates me to contribute more than is normally required to complete my work
- 20. 20
- 22. • Access for all to the survey • Access for all to the results via the online reporting tool • Support, tools and training for speedy analysis and presentations • An expectation everyone will • have a chance to discuss the results in their team • discuss and agree an action plan – ‘we said, we will’ • take and review action • ‘We said, we did’ • Clear timetable for analysing and presenting results, and for discussing and agreeing action at a local level, and at a national level Embedding an annual cycle of ‘ask, analyse, act’Embedding an annual cycle of ‘ask, analyse, act’
- 23. • Reports for prisons, courts, offices • Managers at all levels supported by EECs and HRBPs • Local TEA sessions for management and staff teams • Speedy briefing and presentations to top teams • ExCo conversation setting corporate priorities for action • Performance objective to raise EE levels for BandAs & SCS Bottom up, top down approachBottom up, top down approach
- 24. 2013
- 25. • 5th Year • x9 Versions • x54 Core Questions • 1, 269 Highlight Reports
- 26. MoJ (corporate) Engagement IndexMoJ (corporate) Engagement Index Organisation 2013 EI 2013/12 Civil Service 58 0 DWP 54 +6 MOD 54 +2 MOJ 52 -1 HO 52 +3 HMRC 44 +3
- 27. MoJ Family Engagement IndicesMoJ Family Engagement Indices The Engagement Index at Business Group level reflects where different organisations are on their Transformation journey and where staff are on the change curve in their reaction to that Organisation by size 2013 EI No. of staff in group SES Response Rate 2013/12 variance Trend (2013/09 variance) NOMS 48 40,211 41% -3 -4 HMCTS 52 19,565 71% +1 +3 (2011) MOJHQ 57 3,650 83% -1 +2 LAA 60 1,558 89% +3 +7 (2011) OPG 60 730 76% 0 +10 TNA 68 617 74% +2 +3 (2010) CICA 52 343 73% -7 +3
- 28. MoJ Family InformationMoJ Family Information The MoJ Family has six business areas which covers many diverse and vital parts of the Justice System within the United Kingdom. Organisation by size No. of staff in group Brief Description of Business Area CEO NOMS 40,211 National Offenders Management Services (NOMS) was formed in 2004 and became part of the MoJ Family in 2008. NOMS offer Probation services to Court; offender management; custodial services; offender interventions. Michael Spurr HMCTS 19,565 Her Majesty's Courts and Tribunal Service (HMCTS) is an executive agency of MoJ and was created in 2011. Business areas covered are Employment Appeal Tribunals; High Courts; Crown Courts; Magistrates Courts, County Courts; Special Immigration Appeals Tribunals; Youth Justice Boards. There are roughly 600 HMCTS locations across the United Kingdom. Peter Handcock MOJHQ 3,650 Ministry of Justice (MoJ) was constituted in 2007. MoJ is the ministerial department and umbrella of the executive agencies: LAA, OPG, NOMS, TNA, CICA, HMCTS. Ursula Brennan LAA 1,558 Legal Aid Agency (LAA) became an executive agency of the MoJ in 2013. LAA provides civil and criminal legal aid advice in England and Wales. Matthew Coates OPG 730 The Office of the Public Guardian (OPG) functions within England and Wales and operates within the framework of the Mental Capacity Act 2005 which protects the private assets and supervises the financial affairs of people who lack mental capacity for making decisions Alan Eccles TNA 617 The National Archives (TNA) was created n 2003. It is the UK’s governments official archive containing 1,000 years of history. Its key roles are: policy, selection, preservation, access, advice, intellectual property management and regulation. Situation Vacant CICA 343 Criminal Injuries Compensation Authority (CICA) was set up in 1964. CICA is funded by MoJ and its functionality is to administer a compensation scheme to victims of violent crime. Carole A Oatway
- 30. involving everyoneinvolving everyone - support materials
- 31. • In March over 100 people from the across the MoJ took part in “Peak Performance” – a theatre based learning activity on employee engagement. MoJ’s Tribunals Service has subsequently run two further events – using the same script. • “This was an excellent event and is highly recommended especially in the current climate of organisational change. Very inspirational!” • 85% of participants felt confident that they understood what employee engagement meant. Engagement on StageEngagement on Stage
- 32. Looking at your Survey ResultsLooking at your Survey Results
- 33. Survey Reporting ToolsSurvey Reporting Tools * Restricted access – username and password required ORC Online Dynamic Tool * Open access – all staff have access * Download Highlight Report * View high level segmentation * View results by single demographic * Make comparisons against benchmarks MoJ Analysis Support Tool * Excel based tool – download from Employee Engagement Intranet pages * View results in graph form * Create a presentation of your results in a single click * View top answers – positive, negative and neutral – in a single click * View how results have changed, i.e. more positive, neutral or negative responses ORC Query Tool * Restricted access – username and password required * View results by multiple demographic
- 34. 34
- 36. 2014
- 37. JusticeAcademy JusticeAcademy JusticeAcademy JusticeAcademy EENGAGEMENT CCHAMPIONS NNETWORK EENGAGEMENT CCHAMPIONS NNETWORK REH REH REH REH REH REH REH EECLMLM CAP CAP ECF ECF AST AST TEA TEA
- 40. • Began with x120 at launch in 2008 • Today = x674 EECs across the MoJ family • Supported by central team with resources, webchats, monthly Engage! e-newsletter and an annual ‘Champions Day’ event • Clearly structured and organised with Engagement leads for each Directorate, HMCTS Region and Cluster, NOMS Region, ALB • Valued by the business, with HMCTS and LAA business led events, and NOMS meetings for Engagement leads Engagement Champions NetworkEngagement Champions Network
- 41. Engagement ChampionsEngagement Champions LAUNCH EVENT 0303 September 20082008 ““Starting a ChainStarting a Chain Reaction”Reaction” Engagement ChampionsEngagement Champions Development Day 1 0404 December 20082008 ““What a difference a day makes”What a difference a day makes” ““Say, Stay, Strive”Say, Stay, Strive” Engagement ChampionsEngagement Champions Development Day 2 2626 March 20092009 CJC, Manchester Engagement ChampionsEngagement Champions Development Day 3 0909 July 20092009 ““Got Engaged”Got Engaged” Engagement ChampionsEngagement Champions Champions Day 4 2525 November 20092009 The Work Foundation, London ““Leading to Engage”Leading to Engage” Temple Courts, Birmingham In the beginning….,In the beginning….,
- 42. •Business leaders committed to EE in different forms, eg Continuous Improvement in HMCTS •A family of businesses cross-fertilizing ideas, eg TIB boards now seeding from HMCTS to LAA and Corporate Services •Central team fertilizing through common innovative approaches tailored for each business, sharing success stories, best practice, and developing case studies •Strong links to Cabinet Office, the Big ‘5’, engageforsuccess and the wider employee engagement community HR enabled, Business ledHR enabled, Business led
- 43. EngagementEngagement ChampionsChampions Champions Day 5 1717 March 20102010 The Marriott, York ““Beyond the Results”Beyond the Results” EngagementEngagement ChampionsChampions Champions Day 6 0202 February 20112011 MoJ, London ““Results into Action”Results into Action” EngagementEngagement ChampionsChampions Champions Day 7 2121 March 20122012 MoJ, London ““On your marks, Engage”On your marks, Engage” EngagementEngagement ChampionsChampions Champions Day 8 ““The Racing Line”The Racing Line” 1414 March 20132013 MoJ, London EngagementEngagement ChampionsChampions Champions Day 9 2020 March 20142014 Come fly “EE” with meCome fly “EE” with me MoJ, London …….., then what happened.., then what happened
- 44. •Top team/ non Execs increasingly visible and talking to staff about change, leadership, engagement, motivation, listening, inviting ideas … and role modelling, particularly next tier down. •More EECs – leading to EEC Hubs within businesses, across organisations (through Civil Service Local) •Continuing strong focus on ‘leadership and managing change’ – with increasing focus on ‘engaging managers’ and ‘employee voice’ •Link increased engagement to improved business outcomes What next?What next?
- 45. MoJ, LondonMoJ, London 1111 March Champions Day 10 20152015 ““ THEME = to be confirmed ”THEME = to be confirmed ”
- 46. Contact detailsContact details • For questions, or information about the annual survey, analysis and future workshops, email employee.engagement@justice.gsi.gov.uk • For questions or information on the role of Employee Engagement Champions please email engagement.champions@justice.gsi.gov.uk
- 47. Local Table Discussion 1 • What are the barriers we need to overcome? • What are the possible solutions?
- 48. Engagement A local office perspective from Bury St Edmunds Case Study 2
- 49. Who are we? • Benefit Centre for DWP • We process 3 benefits • Currently 132 staff
- 50. Survey results I am proud when I tell others I work in DWP I would recommend DWP as a great place to work I feel a strong personal attachment to DWP DWP inspires me to do the best in my job DWP motivates me to help it achieve its objectives 75% 44% 49% 68% 42% 48% 74% 45% 50% 73% 43% 50% 74% 42% 48%
- 51. How did we do this? • Ran a series of events throughout the year at regular intervals • Had some ‘feature events’ • People group meet regularly and feedback to their section. Guests are welcomed to meetings. • Management take more responsibility for communicating to staff.
- 52. Regular events • Monthly calendar of events and competitions. • Team quizzes on payday with a league table. • Dress down and eat at desks on payday. • Ask Linda. • Charity fun events. • Reward and Recognition.
- 53. Feature events ☼☼☼ BOSCARS ☼☼☼ • Our very own version of the OSCARS to showcase our staff. ☼☼☼ Ideas festival ☼☼☼ • Very inclusive and run through the People Group
- 54. Other events/ideas • People Boards in our foyer and at the bottom of the main staircase • Posters around the office (homemade) • Updates on the DWP story • Lets get engaged events with interaction and props. • Diversity Day • Digital December
- 55. Any questions?
- 56. Local The Role of ACAS • Fiona Neathey (Regional Director)
- 57. Local Table Discussion 2 • What might we achieve as a network? • How can we best work together?
- 58. Local Feedback • Appoint spokesperson • Please limit to no more than 3 key points • Maximum 3 minutes per table • We will collect and write up flipchart
- 59. Local Next Steps and Close • Annual Meeting? • Virtual Networking • Repository for case studies, good practice etc • Use of CS Local website – blogging • Single point of contact for national information
- 60. Local Civil Service Local – East of England Ian Barton, Local Co-ordinator ian.barton@csresourcing.gsi.gov.uk http://www.civilservice.gov.uk/about/improving/civil-service-local
Editor's Notes
- Engage to Transform
- Emphasis on ; Employee Voice – and linked to E4S x4 Key Enablers of EE with the employee i.e. team members AND team leaders, at the heart of activity Employees will nuture their own ‘buy in’ of they feel more included in decision-making Increased organisational performance - through increased employee performance Increased trust leads to greater innovation and more productive ideas Greater alignment with Corp goals is a force multiplier Increased use of existing channels = increased VFM Creation of new channels and opportunities for staff to voice their opinion Employees are motivated Employees acting in ways that further organisational goals Increased dialogue between people at work across the MoJ family Easier to realise benefits of change with engaged employees Lower employee turnover - retention of skills, knowledge and experience Improved business performance - motivation of the workforce is increased Enhanced resilience to change - processes & procedures more easily introduced Improved collaboration - team working increasingly important in flatter organisations Training effort is realised Resources invested in training and development programmes for workers is applied
- A report to Government commissioned by BIS published in July 2009. About engagement across the UK economy About engagement for performance What is it, does it matter, what enables it? FOUR KEY ENABLERS Leadership – a strong, clear & robust strategic narrative Engaging Managers – empowering through EE L&D Voice – creating and nurturing platforms for ALL staff to connect with Organisation Integrity – walking the talk
- This framework shows how elements of the MoJ strategy and activities fit within the Group/MoJ framework of Ask, Analyse and Act
- This framework shows how elements of the MoJ strategy and activities fit within the Group/MoJ framework of Ask, Analyse and Act
- The single Civil Service People Survey was introduced in 2008. Originally piloted in 2008 for pre-adopters Staff Engagement Survey is shift from Staff Opinion Survey The Staff Engagement Survey MOJ runs nine versions of its Staff Engagement Survey across the Department. There is a separate version for NOMS, HMCTS, MoJHQ, LSC, CICA, OPG, TNA, MoJ ALBs, and one for the Scotland, Wales and Northern Ireland Offices. The Board recognises that MoJ is a family of organisations and agencies and that people within agencies and arms length organisations are more likely to identify with those than with the Department as a whole. MoJ runs its Staff Engagement Surveys as part of the overall Civil Service People Survey, now in its fourth year. Nearly 100 Civil Service Departments, agencies and organisations now survey their staff at the same point in the year, using one supplier, a single contract and a core set of questions. This has reduced the cost of running surveys across the Civil Service by over a third. It does mean less flexibility in the questions we can ask locally but is giving a rich source of data for each organisation about what its staff think, and a provides a common way of analysing, understanding, presenting and acting on the results, which is important as senior managers move between Departments, yet retain the objective of raising employee engagement so staff’s energy and commitment is aligned to the organisation’s purpose and objectives. The survey is the most comprehensive way MOJ takes feedback from staff, since it covers a wide range of topics, and the responses can be broken down by gender, age, ethnicity, payband, disability etc helping us to ensure all our staff have an equal voice.
- Have a good look at the results. Things to consider: The starting point is the key themes then look at Trend Comparison, External Benchmark, Internal Benchmark. What has improved? Where do results remain unchanged? What is highlighted as a key issue? Be sure to look at the complete distribution of responses. Mixed result — half favourable, but most of the remaining neutral Warning sign — half favourable, large % unfavourable
- Screenshots are taken from 2010 so references are made to HMCS. In 2011 the reporting structure has changed. Functionality of the reporting tools will be the same, though appearance may be slightly different
- CAP OVERVIEW Whether you are a Transformer entrusted with knowing what works best in your workplace, or an Employee Engagement Champion [EEC] tasked with facilitating Results Into Action workshops or, more generally, a positive change advocate communicating the need for change across the organisation, Engage to Transform is packed with a range of tools, materials and additional guidance aimed at supporting your improving performance. The first module - Change Accreditation Programme - will raise your awareness of our strategy to transform justice and offers further insight into what the MoJ will look like by 2015. The second module - Engagement Champion Accreditation - will assist you in championing engagement and enable you to align your efforts with MoJ's goals as part of an internally recognised accreditation that will further endorse your role. Transformers - are tasked with completing Module 1, after which we invite you to consult with your line manager and consider Module 2. EECs - are encouraged to begin the journey at Module 1 as this will raise your awareness of the MoJ's Transforming Justice programme and add even wider context to your role as an EEC.