The document discusses the importance of benefits realization management for employee motivation and effective project delivery, emphasizing that individuals seek fulfillment beyond monetary rewards. It outlines a structured approach to identifying, planning, and tracking business benefits while involving stakeholders to ensure success and engagement. Challenges such as internal resistance to change and failure to meet governance are highlighted, alongside strategies to enhance organizational morale and accountability.

1. What’s in it for me?
Benefits realisation management
and staff motivation
Hugo Minney PhD
The Social Return Company

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 a
difference – make the
world a better place
• Very few people work
just 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. A future where all projects
succeed
John Thorp – The Information Paradox
capability

4. Benefits Management
Benefits management is the identification,
definition, planning, tracking and realisation of
business 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 the
forgotten 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 them
what they want?

5. A Health Economy in Northern
Britain
• 160 initiatives for change – “projects”
• £60 million per year spent on change
• Professional carers resist change – all change
represents risk – “what we’re doing now is
safe”
• Management targets divorced from both the
knowledge, and the need (sometimes)

6. Benefits Frameworks
• Part time for 4 months
• 7 workstreams,
• Three workshops
– Context: what you are doing, what the need is, where
are the gaps? What does success look like?
– Measurement: what means improvement, where can
we get that information?
– Delivery: how are you doing? What are you changing
because of measurement?
• coaching between workshops

7. Benefits Mapping

8. … means People getting involved

9. … means common sense

10. Staff Motivation
• “I can tell my grandchildren ‘I did a good
job this week’ “
• Lower Sickness/ Absence
• Easier Recruitment/ Retention
• Getting much more done
• Engaged with corporate objectives –
even to MAKE MONEY

11. Why projects don’t succeed
• Failure – budget, time, quality
• Benefits delivery, contribute to corporate
objectives are “nice to have”?
• Internal problems 60% of the reasons for
failure
– Failure to plan
– Failure to apply governance
– Failure to be motivated?
– Failure to engage BAU at handover?
PricewaterhouseCoopers 2012
Budget Time
Quality
Business
Objectives

12. Driving improvement
• We (the people who talk to the client/ do the
work) see the need/problem first!
• We know what to do about it (have the most
experience)
• We can inspire*
• We won’t resist our own
design for change
• (a new problem –
managing configuration)
Malcolm Gladwell – Tipping Point

13. Outside of healthcare
• Adults with learning disabilities in receipt of ISL
• Drug rehabilitation for mothers who want their
children back
• Virgin Media residential cable installers
• Who else could benefit (pun intended)?
– Call centre workers?
– The building trade? What are you creating?

14. How do you use it?
• Involve stakeholders
• Map outcomes to context and drivers for change
• Evidence – what is important (NOT JUST “what
can we measure?”)
• Establish impact – does our change result in this,
or was it something else?
• Calculating the outcome so people can use it to
make decisions
• Reporting – and using the results
Tailored from:
Jeremy Nicholls – A guide to Social Return on Investment

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 further
investment
• Decisions on direction

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. Define Benefits
Case for Investment
Quantify and
milestones
Decisions to
maximise
benefits
What benefits
deferred and how
to monitor them
Benefits
Framework
Idea
Initiation
Define
Deliverables
Milestones
Resources
Project monitoring
Project delivery
Governance
Closedown
Project
Management
Handover
Taking Benefits Management
Onwards
Business
as Usual
Reporting
& tweaks
WHY WHAT & HOW HAND-OVER
ONGOING

18. Professionalism
• Like Project Management – follow a tried and
tested process*:
– don’t just make it up as you go along
• The right tools for the job
– iBE.net includes Project Management, Time and
Billing, EVA; Benefits Management to follow
shortly (one time entry, used many times)
– Try it out at www.ibe.net
* PwC 2012 Project Maturity

19. The foundations of Morale
• The military understand this
– Spiritual – because only spiritual foundations can
stand real strain
– Intellectual – because men are swayed by reason
as well as feeling
• It must be attainable, by the organisation. Confidence
in planning and capability
– Material – last, because the very highest kinds of
morale are often met when material conditions
are lowest
William Slim “Defeat into Victory”

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 our
effort and care
– We are doing something useful and valuable
• How do we measure these?
– Team and individual recognition – measure what
matters
– Put it into context: “I help people” (identity!)
James Robbins – Nine Minutes on Monday

21. When the best leader’s work is
done, the people will say:
“We did it ourselves”
Lao Tzu

22. Hugo Minney
PhD, Acc Prac SROI, M APM, PRINCE2
07786 961837
Hugo.Minney@TheSocialReturnCo.org