This presentation is from the Public Sector Show held in London on the 27th June 2017. It was on productivity and was chaired by PPMA VP Karen Grave.

1. Public Sector Show –
ExCeL London
PPMA Open Theatres
June 27th 2017
Chaired by Karen Grave – Vice-President
PPMA

2. CONTENTS
About PPMA
Case study 1: Productivity – what does it mean and what
role does HR/OD play?

3. About PPMA (1/3)
The Public Services People Managers
Association (PPMA) is the first choice
association for people professionals in
public services.
We provide an unrivalled community of
specialist professionals who support each
other.
The who:
• Membership comes from Local Government,
Central Government, Blue Light, 3rd Sector and
consultants
• Our community is highly qualified, passionate,
committed and diverse public services HR and
OD community.
• We play a critical role in influencing key
decision-makers and stakeholders involved in
people management and workforce issues.
The what:
• We focus our efforts on ensuring that
workforce issues are at the forefront of the
debate about the future content and shape
of public services and particularly the HR &
OD support required to support them.
• With key partners, we sponsor and support
a number of programmes which develop HR
professionals at various stages of their
career; and we deliver National and
Regional events. We also deliver an Annual
PPMA Excellence in People Management
Awards programme and run a highly
successful annual conference.
• We lobby relevant bodies on behalf of our
members and influence thinking and
decision making on key issues affecting the
organisations we work with and within.

4. About PPMA (2/3)
We offer our members, employers and
partners a compelling value proposition
We offer competitive membership pricing
Insight - Relationships – Career Enhancement
Reach – Community - Influence
Influence – Knowledge - Community
We offer our
Members
Our partners
obtain
Our employers
benefit from
Level Description Pricing*
Districts and
Boroughs
For Two-Tier authorities and
Borough Councils
£60 pa
County
councils/unitary
authorities/
metropolitan
boroughs
Includes authorities in
Northern Ireland
First
members
(full) £100 pa
Then £75 pa
per individual
Blue Light and
Central
Government
Includes 3rd sector
organisations
£60pa
Non HR
practitioner
For all non HR/OD
professionals, but senior
leaders with workforce
leadership responsibilities,
e.g., Director pf Adult
Services
£60pa

5. About PPMA (3/3)
We have an ambitious business plan but
that is underpinned by our core values.
Our business plan has 4 core themes.
Our brand values set out the behaviours
that we believe will best help us deliver our
Business Plan objectives.
We reinforce these in all work that we do in
advancing our vision:
Listening
Talking
Promoting
Disrupting
Influencing
Sharing
Developing

6. Productivity – what does it mean and what role does HR/OD play?
Delighted to introduce Jan
Douglas, Deputy Director
HR & OD at OneSource.
OneSource won this year's PPMA
Award for 'Improving Workplace
Productivity Through Better Work
Life Balance'.
Scope of our session:
• How can employee engagement
influence productivity (for good
and bad)?
• Do health and wellbeing
initiatives deliver the goods in
terms of productivity?
• What role do managers play?
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7.  Productivity can be defined as:
 The efficiency of the workforce calculated as output per worker, output per job
and output per hour. (ONS)
 How effectively organisations, and the people working in them, produce value
from individual and collective contributions. (CIPD)
What is Productivity?
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8. Several areas where we have influence, e.g.
 Staff engagement
 Workforce and succession planning
 Performance management
 Improving leadership and management capability
 Training and development
What role does HR&OD play?
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9.  Employee engagement - the extent to which employees feel passionate
about their jobs, are committed to the organisation, and put discretionary
effort into their work.
 Typical phrases used include discretionary effort, going the extra mile, feeling
valued and passion for work.
 Employee engagement is not the same as employee satisfaction.
 The strength of this is its focus on a specific physical and psychological state
of being, meaning that it can be reliably measured and acted upon.
Employee Engagement
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10.  Employers want engaged employees because:
 as well as being happier, healthier and more fulfilled
 they deliver improved business performance
 Positive relationships are evidenced with profit, revenue growth, customer
satisfaction, productivity, innovation, staff retention, efficiency and health
and safety performance improving
 Organisational brand and reputation improves
Why is employee engagement important?
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11. Having a disengaged workforce has the opposite effect:
 Productivity losses
 May lose your best people
 Face huge difficulties when embedding organisational change
 Threatens effective collaboration, innovation and human capital
management
 Employees less inclined to use their tacit knowledge and skills for the
good of the organisation
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12.  It may be possible to be ‘too engaged’ such that burnout becomes more
likely.
 Over the longer term, wellbeing is often considered a ‘hygiene factor’ for
employee engagement, in that its absence will undermine it.
Engagement and link to wellbeing
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13.  Fostering employee wellbeing is good for people and their employers.
 Promoting wellbeing can:
 Prevent problems from escalating and
 Help create positive working environments where individuals and
organisations can thrive
 It can be a core enabler of employee engagement and productivity
 There is growing evidence that employee wellness programmes can
have a positive impact on key organisational performance indicators.
Health and Wellbeing
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14.  Investing in wellbeing can lead to greater resilience, innovation and
productivity
 HR professionals are pivotal to steering the health and well-being agenda
 Good leadership and management practices are required to successfully
implement a wellbeing strategy
 Wellbeing strategies need to be tailored to the organisation’s unique needs
and characteristics
 Different stakeholders are responsible for cultivating wellbeing in different
ways
 The UK Government has recognised the importance of the workplace in
promoting health and well-being
Why promote health and wellbeing?
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15. Depends on the needs of the organisation and its people, but is likely to
include:
 health promotions
 a good working environment
 flexible working
 positive relationships
 opportunities for career development
 a healthy management style
What should be included in a Health and Wellbeing programme?
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16. Wellbeing initiatives must be integrated throughout an organisation,
embedded in its culture, leadership and people management
The HR profession is in a unique position to drive this agenda forward, to
understand the needs of both workforce and organisation, and to deliver the
benefits of wellbeing throughout the business
Managers are also key…….
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17. Senior managers:
 Crucial role models
 Line managers and employees more likely to engage with health and wellbeing
interventions if they see senior leaders actively participating in them
 Have the authority and influence to ensure that wellbeing is a strategic priority embedded
in the organisation’s day-to-day operations and culture
Line managers:
 Day-to-day responsibility for managing employees’ health and well-being
 Includes implementing stress management initiatives, spotting early warning signs of
stress, making reasonable adjustments at work, and nurturing positive relationships. Poor
management style is one of the top three causes of work-related stress (CIPD 2016)
 Manager behaviour not only impacts on employee health and well-being, but also on
employee engagement (CIPD 2017)
The role of managers
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18.  oneSource – shared services between three London councils: Bexley,
Havering and Newham
 Provides HR&OD services to Havering and Newham
 Established in April 2014 – two employers: different terms and conditions,
policies, working practices, 7,600 employees
 Recognised from outset that employees are the councils’ most valuable
asset – and a healthy workforce is a more motivated and productive one!
The oneSource approach
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19.  Brought together existing good practice from each council to create one
new culture
 Implemented a new Health and Wellbeing Strategy:
What did we do?
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20.  Recognises employers that are committed to health and wellbeing
in the workplace
 Both councils achieved charter accreditation at achievement level
 The only councils to successfully to straight to this level
Mayor of London’s Healthy Workplace Charter:
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21.  Reviewed sickness absence levels and reasons for absence across both
councils
 High levels of stress related absence
 Focused on raising awareness of mental health issues
 Worked in partnership with MIND – ‘Time to Talk day’
 Mental health awareness training
 Regular financial awareness seminars
Greater understanding of Health and Wellbeing
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22.  Staff survey – ‘You Matter’ theme
 Workforce Health and Wellbeing Group
 Healthy Workplace Strategic Forum
 Staff Forum
 Workplace health champions
 Health and wellbeing events
 Online media
How we engage stakeholders and our staff
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23.  Healthy eating
 Seminars, meditation sessions, health checks
 Fund raising activities, staff barbeques, parking bays for bicycles
 Book club, singing group
 Exercise sessions
 Staff Olympics
Other initiatives
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24. So far, oneSource has:
 Seen a 5% reduction in sickness absence rates since 2014/15
 Fostered a ‘healthy workplace culture’ which has become a regular
feature in organisational communications
 Worked collaboratively with a number of partners to increase focus on
health and wellbeing
 Received staff feedback that interventions have reduced stress levels
after participating in activities
Benefits of Health and Wellbeing
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