Sue Evans - “Leading change in Warwickshire”
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Warwickshire County Council faced major budget cuts and organizational changes, requiring a 30% reduction in headcount while maintaining services. They implemented a radical review of competencies and embedded a new competency framework focused on behaviors, performance, and responsibility. Managers received development to effectively lead change. A learning program supported individuals and teams through uncertainty. Results included delivering savings targets, high engagement levels, positive staff survey feedback, and increased customer satisfaction. The key principles emphasized leadership, supporting leaders, empowering ownership, building confidence, relevance, communication, and perseverance.
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SAEL0716A_P
This document outlines an agenda for a public sector leadership summit taking place from July 25-28, 2016 in Adelaide, Australia. The summit includes pre- and post-workshops on July 25 and 28, and the main events on July 26-27. The summit will explore strategies for enhancing leadership effectiveness and career advancement for public sector managers and leaders. Featured speakers will discuss topics like leading organizational change, developing high performance teams, and crisis management. The agenda provides details on session topics, speakers, and registration information.
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http://www.medrecruit.com/
https://twitter.com/MedRecruit
http://www.linkedin.com/company/medre...
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Perry Timms - “The socialisation of change”
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Bernard Fleming - ‘Autism Interventions: Which Ones Can You Trust?
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Max Moullin - “Realising the potential benefits of CI”
The document summarizes a presentation about creating a quality culture in the public sector. It discusses definitions of quality, examples of how targets can have unintended consequences, and recommendations for developing a quality culture. Key points include focusing on outcomes rather than activity, managing performance across organizational boundaries, integrating risk management, and developing a culture of continuous improvement rather than blame. The Public Sector Scorecard is presented as a framework that can help by clarifying outcomes, identifying processes and capabilities, developing strategy maps, and integrating performance measurement into learning and improvement.
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本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
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三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
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6:个人职称评审加20分
7:个人信誉贷款加10分
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Sue Evans - “Leading change in Warwickshire”
- 1. LEADING CHANGE IN WARWICKSHIRE COUNTY COUNCIL Sue Evans Head of HR and OD Vice President PPMA
- 2. The Challenge To prepare our organisation for the biggest cultural and structural change ever experienced in local government - 190m savings over a 3 year period, rapid transformation and seismic shift in skills, thinking and behaviours across our workforce…………………………………………………….. and more to come (Or…………How do you keep your workforce engaged when reducing headcount by 30% plus, changing the what and the how of the work and at the same maintain essential services?)
- 3. The Offer A radical review of the competency framework – what we need from managers and staff in terms of behaviours – competency = the power to perform Embedding the competency framework and focus on individual performance and responsibility – the rules of the road, role modelling and confident leadership Focus on preparing managers to deliver the change and the messages and actions required to lead people through uncertainty and rapid change A comprehensive suite of learning interventions to support individuals and teams Leadership development – The Personal Leadership Programme – changing culture, living the change
- 4. The results • Savings delivered – and now a further 25% reduction (with more to come) • Engagement levels – highest they’ve been (81% in HR and OD – lowest 72%) • Staff Survey Results – consistently in the upper quartile • Staff confirm that their immediate manager manages change well • Staff express confidence in senior leaders to lead change • Customer satisfaction levels increased
- 5. KeyPrinciples Leadership is the top priority Support your leaders to live the change Get ownership of the change so people feel part of it Focus on what is important and build confidence Make it relevant and focus on helping people to care about getting it right It is people who need to accept and embrace change – forget this at your peril Communicate – listen and learn, create space for feedback and reflection Recognise and don’t underestimate the time required Never, ever give up!