dr. lucy fallon-byrne april 2013 department of social protection, ireland
TRANSCRIPT
Dr. Lucy Fallon-ByrneApril 2013
Department of Social Protection, Ireland
Department of Social Protection is undertaking a four year transformation programme …
Context: Launch of new integrated service …
Context • Major transformation programme underway
• Integration of services and merger of three separate organisations • Pathways to work, ambitious policy agenda• Unprecedented increase in demand for Department’s services • New integrated and enlarged organisation of 7,000 staff
• Staff Survey: Engagement and involvement key elements of the action plan in response to the staff survey
• Engagement workshop : programme based on recommendations from one-day workshop
• Organisational change and development programme • Engagement and innovation programme• Culture and values review
Culture and Values Review • Review and clarify the organisation’s values and culture • Identify and agree core values• Understand and define our culture • Put the organisation’s core values at the heart of everything we do
Our shared beliefs and values that guide the way we think and behave
The personality and character of the organisation
What we do when nobody is looking
Transfer of functions
Transformation agenda
Public sector reform
Well-being
Transformation news Integration of service
Change agendathe tip of the iceberg
Acceptance of change
Transformation seminars
Engagement
Involvement
Internalising change
Pride
Partnership
Culture change
Local initiatives
Trust
Respect
Commitment Empowerment
Discretionary effort
Job satisfaction Innovation
Local knowledge
Tacit knowledge
The culture iceberg
Ideas
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Objectives
Engagement and InnovationOverwhelming evidence : some examples
Empowerment: Multiple studies linking empowerment-enhancing strategies with improved organisational performance
including innovation performance (Spreitzer, 1995; Conway and McMackin, 1997; Read, 2000; Black and Lynch, 2004; Lynch, 2007; McLeod and Clarke, 2009; Subramony, 2009).
Spreitzer (1995) conceptualises empowerment as constituting four dimensions ability, autonomy, impact and significance, the first reflecting ability and the latter three reflecting opportunity
Positive relationships:Overwhelming evidence that positive relationships and encouragement from managers are very
important elements of innovation climate (James and James, 1989; Amabile, 1993; Anderson and West, 1998; Shipton et al., 2006; Patterson et al., 2005; Hunter et al., 2007).
Energy and vigour: Positive relationships also create greater levels of energy and vigour in organisations (Spreitzer and
Sutcliffe, 2007). Vigour and dynamism are very closely linked and this allows for greater adjustment to rapid change and innovation (Bruch and Ghoshal, 2003; Cross et al., 2003).
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EmpowerEmpower
Encourage
Encourage
Communicate Communicate
Enable Enable
Commitment
Commitment
EngagementEnjoyment EngagementEnjoyment
Change and innovation
Change and innovation
Wellbeing and job
satisfaction
Wellbeing and job
satisfaction
Improved work
experience
Improved work
experience Improved customer service
Improved customer service
Engagement inputs
Engagement inputs
Commitment and involvement
of staff
Commitment and involvement
of staff
Benefits /Outcomes
Staff, customers and DSP
Benefits /Outcomes
Staff, customers and DSP
Effort Effort
Creativity Creativity
Working Model
Engagement and Innovation Structures
Strategic Leadership TeamSLT
Chaired by SG
Regional Leadership TeamsRLT
Dublin (Chaired by Assistant Secretary)North (Chaired by Assistant Secretary)South (Chaired by Assistant Secretary)
Headquarter Leadership TeamsHLT
Customer Facing (Chaired by Assistant Secretary)Support Functions (Chaired by Assistant Secretary)
Policy Areas (Chaired by Assistant Secretary)
Project Leadership TeamsPLT
Timebound Specific Projects – Chaired by or Reporting to Principal OfficerDivisional / Sectoral / Local
SLT Projects Timebound Specific Projects
Reporting to the SLT
Strategic Leadership Team (SLT)• Provides leadership and direction• Oversight and evaluation role to ensure Programme
adds value
• Chaired by the Secretary General• 5 Management Representatives• 8 Union Representatives• 3 staff members
• Provide a focus for engagement and innovation activities at Regional and HQ level.
• Sets up regional projects and/or nominate projects at a divisional, HQ and local level.
• Chaired by Assistant Secretaries covering Dublin/Leinster, South/East, North/West, HQ Client Facing, HQ Support Services, HQ Policy Areas
Regional Leadership Teams (RLTs) Headquarter Leadership Teams (HLTs)
Project Leadership Teams (PLTs)
•Operate in divisions, local offices, sections and policy areas.•Focus on business, innovation and staffing.•Project-based and time bound.•Project topics – nominated by DM/PO or by the Regional Leadership Team/Headquarter team
Next Steps………..Continue communication with all staff and put information on STÓR intranet site
Question ? ‘To a substantial degree, managers now “get it”
and do not have to be persuaded that the quality with which they manage the workforce
has strategic impact.’ (Becker & Huselid, 2006)