Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland
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1 Engaging for Success Nita Clarke NHS Scotland Conference 21 June 2012 Text
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Transcript of Parallel Session 1.2 Creating a Positive Employee Experience in NHSScotland
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Engaging for Success
Nita ClarkeNHS Scotland Conference
21 June 2012
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Our report
A report to Government, published July 2009
About engagement across the UK economy
About engagement for performance
What is it, does it matter, what enables it, what gets in the way?
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Keep it simple….
‘A workplace approach designed to ensure that employees are committed to their organisation’s goals and values, motivated to contribute to organisational success and able at the same time to enhance their own sense of wellbeing.’
Professor David Guest
‘It’s the people, stupid!’
James Carville
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It’s not…..
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Does it matter?
For the organisation– better outcomes in the public sector– better productivity and financial performance– higher levels of innovation and advocacy
For the individual– higher levels of wellbeing– empowerment– a more satisfying work experience
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Key enabler 1: strategic narrative
Strong, visible, empowering leadership provides a strong strategic narrative about the organisation, where it’s come from and where it’s going.
This gives a line of sight between the job and the organisation’s vision.The story is communicated clearly, consistently and constantly.
The past You are here The future
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Key enabler 2: engaging managers
They:
focus their people, offer
scope and enable the job to get
done
treat their people as individuals
coach and stretch their people
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Key enabler 3: employee voice
There is employee voice throughout the organisation, for reinforcing and challenging views; between functions & externally; employees are really seen as your key asset – not the problem.
This voice is an informed one. Views are sought early and followed up; explanations are given if ideas/views not adopted.
Trade unions/staff representatives are part of the engagement architecture – collective voice matters
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Key enabler 4: integrity
There is organisational integrity – the values on the wall are reflected in day to day behaviours.
These expected behaviours are explicit and bought into by staff.
Keep it real – staff see through corporate spin quicker than customers or the public.
Integrity enables trust: no engagement without trust
Public services - mind the gap
Surveys show public sector lags private on:
awareness of strategic direction and clear vision
quality of management
trust and confidence in leadership
belief in organisational messages; change for change sake and initiative fatigue
public sector workers have a more negative experience of work and are less satisfied with opportunities to use their abilities
engagement approaches often piecemeal and usually transactional
NHS staff survey 2010 results *
Staff feelundervalued – 33 per cent satisfied with extent
trust valued their work; 45 per cent satisfied with the recognition they got
uninvolved - 27 per cent agreed senior managers involved staff in important decisions; 38 per cent thought staff were encouraged to suggest new ideas; 30 per cent said managers acted on feedback
Only 53 per cent would recommend their trust
as a place to work
*England
Disengagement is not inevitable
Research last year shows that how an organisation deals with redundancy has greater effect on employee engagement than job losses themselves (Roffey Park 2011)
Engagement has stayed high in high performing companies through the recession. Among results of engagement:– improved product quality– more technical innovation– Better internal co-operation– managers encourage people to learn from their
mistakes– goals clearly defined– career opportunities and performance management
strengthened(Towers Watson July 2010)
Staff: agents or victims?
staff need to be fully engaged in understanding,
designing and implementing change
principles of how change is going to happen need to be explicit and developed with staff
vital that changes are put in context of improving services; staff more likely to buy in if it is seen to have positive purpose and outcomes
those authorities doing engagement need to redouble and extend their efforts – don’t give up
need for a survivors’ strategy
trade unions need to be part of the architecture
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A government sponsored, employer led Task Force, to spearhead a movement to enhance levels of employee engagement across the U.K. workforce.
Launched at No 10 Downing Street by the Prime Minister and Ed Davey, Minister at BIS in March 2011.
Engaging for Success - the next stage
Supported by a high level sponsor group and by Guru and practitioner groups.
TF already looking in more depth at barriers and practical challenges to engagement.
Practitioners’ national network and major website
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Adam Balon, Co-Founder, InnocentAdam Crozier, CEO, ITVAmyas Morse, Auditor General, NAOAnthony Jenkins, CEO, BarclaysBrendan Barber, General Secretary, TUCCharlie Mayfield, Chairman, JLPChris Browne, MD, Thomson AirwaysChris Hyman, CEO, SercoDavid Frost, Director General, British Chamber of CommerceDavid Nicholson, CE, NHSEd Sweeney, Chairman, ACASGill Morgan, PS WalesIan King, CEO, BAEIan Livingston, CEO, BTIan Powell, Chairman & Senior Partner, PwCIan Sarson, CEO, Compass GroupCEO, CIPDJane Wilson, CE, CIPRJohn Cridland, Director General, CBIJohn Neill, Group CE, UnipartJohn Walker, Chairman, FSBMarc Bolland, CEO, M&SMartin Temple, Chairman, EEFDirector General, IoD
Paul Drechsler, CEO, Wates GroupPaul Noon, General Secretary, ProspectSir Peter Housden, PS for ScotlandPeter Rogers, CEO, BabcockPeter Sands, CEO, Standard CharteredPeter Searle, CEO, Adecco Group UK & IrelandPhilip Green, CEO, United UtilitiesRonan Dunne, CEO , O2Rona Fairhead, Group CE, Financial Times GroupBob Kerslake, Head of Home Civil Service PeopleSir Kevin Smith, CEO, GKNSir Martin Sorrell, CEO, WPPSir Stephen Bubb, CE, AcevoSir Suma Chakrabarti, Permanent Secretary, MoJSir Win Bischoff, Chairman, LloydsStephen Howard, Chief Executive, Business in the CommunitySteve Elliott, Director General, CIATim Jones, Lead Partner, FreshfieldsTim Melville-Ross, Chairman HEFCEJames Smith, CEO, Thomson ReutersWill Hutton, Executive Vice Chair, Work Foundation
SPONSORS
