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Thank Goodness it’s Monday! Turning on your people – even in tough times Fiona Narburgh Head of Strategy & Communications for Wychavon And film maker!

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Organisational Development from the Guardian's HR Summit.

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Page 1: Fiona narburgh

Thank Goodness it’s Monday!

Turning on your people – even in tough times

Fiona Narburgh Head of Strategy & Communications for WychavonAnd film maker!

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• Take us through the Wychavon story

• Why bother? The business case for engagement

• What to do – ideas on leadership, comms and performance

• Tips to survive and thrive

Today I will …

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• Performing organisations = engaged staff, going the extra

• With strong leadership and good management

• With open trusted communications

• Where staff are valued and thus deliver

• Because high staff engagement = high resident satisfaction

• Even more critical in this financial context

My message is quite simple…

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• 2007 LGC Council of the Year

• 2008 Times Best Council to Work For; 11th best satisfaction with council, 9th best for VFM in UK Place Survey

• 2009 Top rating for VFM; 8th lowest council tax in Country

• 2010 Customer Service Excellence and IIP Gold and Champion

• 2011 Up 10pts on Value for Money satisfaction in Worcestershire Local Place Survey

The good times…

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The bad times …

Where we were

• Performance was average• Inspection meant interference • Staff weren’t proud to work here• Customer service was patchy• Departments did their own thing

A middle England, mediocre council

So what makes the difference?

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“… our strong performance is all down to the engagement of our people; we

simply couldn’t deliver the great deal residents expect from us without the

motivated team we now have.”

Jack Hegarty, Managing Director

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“I have not seen toilets as immaculate as these since a recent visit to Harrods”

(Feedback on public toilets, Evesham)

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An EngagedEmployee

Feels that the organisation gets the best out of them (Optimising Performance)

Speaks highly of the organisation as an employer(Advocacy)

Is motivated at work(Motivation)

Feels valued by the organisation(Feeling Valued)

Is satisfied with their job (Job Satisfaction)

The Building Blocks of Employee Engagement

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In councils 33% would speak highly of theiremployer..in the private sector 48%

In councils 30% would speak highly of theirservices…in the private sector 57%

According to Ipsos Mori…

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An example of active disengagement(MacLeod and Clarke)

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Engaging for Success, MacLeod and Clarke, 2009

The case for Engagement 1

• Gallup; engagement predicts sickness 2.7 days/yr engaged, 6.2 days/yr disengaged.

• Towers Perrin; 75% of engaged staff believe they can impact costs, quality and customer service. Only 25% of disengaged believe they can.

• PricewaterhouseCoopers; strong correlation between highly engaged staff and client satisfaction.

• Chartered Management Institute; significant association with

between engagement and innovation.

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Engaging for Success, MacLeod and Clarke, 2009

The case for Engagement 2

• Corporate Leadership Council; engaged employees less likely to leave. Engaged organisations grew profits 3 times faster than competitors.

• Institute of Employment Studies; established link between employee satisfaction, customer satisfaction and increases in sales

• Hay Group; engaged employees generate 43% more revenue than disengaged ones

• Best Companies to Work for; companies increased their profits by 315%

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So let’s do a whirlwind tour of

some of the practical things that help the most ….

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• More inspiration, less command and control• Freedom and autonomy to manage• Clear strategy, rooted in community concerns• Strong brand - clarity on what we stand for • Managers as role models • Appreciate each other’s strengths• Listening to staff opinion

1. Leadership and management matters…

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• Inspiring 55%• Strategic thinker 41%• Forward looking 36%• Honest 26%• Fair minded 23%• Courageous 21%• Supportive 20%• Knowledgeable 19%

11%31%31%21%25%

8%21%39%

What managers want from their leaders – and what they get (Work Foundation)

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© Best Companies Limited

Pers

onal G

row

th

My T

eam

Wellb

ein

g

My M

an

ag

er

Lead

ers

hip

My C

om

pany

Fair

Deal

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Times Best Companies to work for 2010

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Times Best Companies to work For 2010

A good manager…

• Talks openly and honestly• Shares important information• Expresses appreciation• Supports and cares• Listens more than they talk• Helps fulfil potential• Motivates us to give our best• Is a good role model• Demonstrates leadership skills

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Best Council to work for:Overall biggest differences 09/10

Question Private Council % diff

Senior managers truly live the organisation’s values

5.26 3.95 -33.4

I am inspired by the person leading this organisation

4.88 3.76 -29.6

I am excited about where this organisation is going

5.16 3.99 -29.4

I have confidence in the leadership skills of the senior management team

5.17 4.20 -23.2

Senior managers in this organisation do a lot of telling but not much listening

4.54 3.73 -21.6

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£5

£3m

Mixed Economy of Service Provision 2010

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85

97

93

96

78

80

82

84

86

88

90

92

94

96

98

2002 2004 2006 2009

% E

njo

y J

ob

Do you enjoy your job?

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77

76

68

55

74

77

71

46

0 20 40 60 80 100

Sense of personal achievement

A good work/life balance

Opportunities for flexible working

Pay and benefits

2006 2009

What motivates you?

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70 7182

3 4 2

27 2616

0

20

40

60

80

100

2004 2006 2009

Yes

No

No opinion

Are you proud to work for us?

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Job Grade Level

© Best Companies Limited

4

4.5

5

5.5

6

6.5

7

Team Member Manager/Supervisor Senior Manager

2 Star Mid Companies Wychavon District Council

My manager motivates me to give my best every day by Job Grade/Level

(-16%)

(-10%)

(+13%)

No. of responses 136 52 7

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32

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• Capacity,

• Positivity

• Attitude,

• Adaptability / flexibility,

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• Very open with information• Easy language• Creative approaches• Persuasion rather than procedure • Asking for feedback – keen to get opinions• Ideas for Savings – “in this together” feel

2. Communication and involvement matters

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• Clarity of roles and targets through appraisals • Realism about to do lists – what can come off as well as on• Time to talk - one to one conversations, 10 min stand ups, team

meetings, briefings• Wellbeing package – subsidised gym, health MOTs, creche, PMI,

employee assistance programme• Charity and community increasingly important

3. Performance and wellbeing matters

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Global Corporate Challenge (pedometer challenge)

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Better not busier (our approach to lean/ transformation)

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• Leadership/ direction – clarity of purpose that’s understood across the organisation, an open style that seeks feedback, credible, honest, inspiring

• Communications/ involvement – creative, upbeat, honest, suggestions welcomed, lots of ways to involve and contribute too

• Performance/ wellbeing – clear expectations for all, performance conversation and action on performance, wellbeing/ health initiatives, flexibility yet responsibility

In summary what helps is…

Page 54: Fiona narburgh

• What to do on Monday! On line resource full of case studies, research, evidence and ideas at www.workforcematters.worktogether.org.uk

• Engaging for Success, http://www.bis.gov.uk/ - the report to Government by David MacLeod and Nita Clarke 2009

Fiona [email protected]

07855 276104

For further information…