Post on 12-Jan-2016
Developing a Change Culture in Local Government Commentary on the Strategic Framework - Outlining Governance Arrangements, Links to the ICE Programme and Reform of Local Government
Ashley Boreland
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
A personal perspective
Chief Executive of Ards Borough Council Local projects
Member of Local Government Staff Commission Awareness of increased need for sector-wide
solutions Chair of Local Government Training Group
Need for sector-wide development LGTG support for implementation of framework
Role in ICE Programme Drive for sector-led improvement, collaboration and
efficiency
Local
Regional
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
People and OD Strategic Framework A route map to develop our most important
resource and deliver excellent services Common platform for development across
the sector and at council level A work of partnership – LGSC, SOLACE
and PPMA Consultation on draft complete and
supported by the sector Implementation from January 2012 onwards
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Putting it into context
26 Councils, 26 ways? Reform in local Government
ICE RPA
Increasing public expectations New legislation Squeeze on resources – especially money Recognition of people as the largest and most
important resource Increasing focus on working together
SOLACE initiative to align regional officer groups
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Why People & OD?
Coping with challenges Customer expectations Limited resources Managing risks
Preparing our people Increasing change resilience Building a foundation for reform – ICE/RPA
Taking control of change Leading design of transferring or new services Improving current services Creating structures for the future Developing a change culture
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
“I know about People but what is Organisational Development?”
It isn’t just training! Concept is over 60 years old (Kurt Lewin) Improving performance through strategic, linked,
development of the whole organisation – people, processes, technology, communications etc
Shifts the HR focus from the transactional to the strategic
Planned interventions of
Positive, sustainable, whole-system change, delivering
Performance improvements for the organisation
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Objective As detailed in Section 1.
Strategic Pillars
As detailed in Section 2.
Action Plans
As detailed in Section 3.
TO PROVIDE A ROUTE MAP TO ENABLE LOCAL GOVERNMENT TO DEVELOP ITS MOST VALUABLE RESOURCE IN A CHANGING ENVIRONMENT AND ENSURE
THE ONGOING PROVISION OF EXCELLENT SERVICES WHICH ARE RESPONSIVE TO THE NEEDS OF LOCAL COMMUNITIES
YEAR ONE ACTION PLANS
ONGOING REVIEW AND EVALUATION
DURING LIFETIME
OF STRATEGIC FRAMEWORK
Leadership
Performance
Employee
Relations
Culture
Pay &Reward
Talent
Learning
Management
Organisation
The Six Pillars
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
The Six Pillars
Initial priorities Leadership Performance Culture Employee Relations
Longer-term culture-shift enablers Pay and Reward Talent Management Learning Organisation
Goals are deliberately “big, hairy and audacious!” (Penna, 2011)
LeadershipLeadership PerformanceCulture
PerformanceCulture
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EmployeeRelations
Pay andReward
Pay andReward
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TalentManagement
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LearningOrganisation
Leadership
Strategic Goal: Local Government will be led by courageous, innovative, ambitious
and proactive leaders at all levels who inspire others to maximise their potential in a strong and dynamic local government sector
Why? Foundation for progress at all levels
How? Define Supporting processes Recognition Career progression Building reputation Building networks
LeadershipLeadership
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Performance Culture
Strategic Goal: Local Government will create an environment where, individual,
team and council goals are aligned; individuals will receive continuous development and feedback on performance and will be recognised for excellence in service delivery.
Why? Supporting efficiency, productivity and innovation.
How? Performance Management System Staff understanding of performance and career progression Focus on customer and community needs Clear expectations on standards and behaviours Appropriate and timely feedback Underperformance managed Recognition for accountability of performance
Perform
ance Culture
Perform
ance Culture
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Employee Relations
Strategic Goal: Local Government will agree on and establish an Employee
Relations Framework and environment that delivers results, enables change to happen smoothly at sector and council level and provides consistency.
Why? Supporting relationships to deliver positive change
How? Effective and agreed negotiating model Climate of trust, respect and co-operation Early recognition and resolution of issues
Em
ployee Relations
Em
ployee Relations
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Pay and Reward
Strategic Goal: Local Government will ensure the effective management of Pay
and Reward across the sector to support achievement of a flexible, motivated workforce.
Why? Motivation to deliver high quality services whilst managing costs
How? Focus on productivity and motivation Reward supporting performance culture and talent management Promotion of total reward package Managed workforce costs to support efficiency and cost control Effective and consistent pay and grading processes Promotion of flexibility and mobility to create opportunity
Pay and R
eward
Pay and R
eward
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Talent Management
Strategic Goal: Local Government will create the culture, systems and processes which
ensure the right people with the right capabilities are in the right place at the right time to develop and support a strong and dynamic sector.
Why? Developing the individual and the organisation
How? Sector-wide approach to join up processes around employee lifecycle Supporting policies, processes and systems based on transparency and
fairness Sector-wide succession management Building reputation of sector as being progressive in talent management Culture of differentiating on performance Leaders accountable for talent management Collaborative working Perception of talent ‘owned’ by sector, not by individual council Developing the talent management culture across the sector
Talent M
anangement
Talent M
anangement
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Learning Organisation
Strategic Goal: Local Government will create learning environments where leaders
equip individuals to take ownership of their learning and development which supports their performance in delivering excellent service
Why? Shift from training to business performance-linked learning culture
How? Deliberate shift from training focus to performance and learning Continuous learning culture fostered at individual, team and
organisational levels Recognition of leaders who create learning environments Motivational conversations on learning and development Understanding of individual impact on achievement of team and
organisational goals Culture that supports efforts to continually improve performance Clear link between learning culture and performance, including
return on investment
Learning Organisation
Learning Organisation
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Success/work to datePillar Successes / Work to date
N/A - General Strategy complete and wide support!LGSC HR Strategy ConferenceAlignment with ICE ProgrammeIncreased sharing of knowledge and practice to agree shared policy, processes, systems etc
Leadership Executive Leadership Programme - SOLACE/LGSC/LGTGLeadership Team development workshop – BallymenaLeadership Team training programme – Limavady
Performance Culture
Occupational Health model reviewCompetency Framework Development – Coleraine & DerryCoaching for performance training – numerousReadiness for OD workshop – CraigavonOrganisational Review pilot - ArdsPerformance review – Newtownabbey (lead)
Employee Relations
Sharing of knowledge and practice
Pay and Reward
Sharing of knowledge and practice
Talent Management
Collaborative recruitment advertisingHR Systems – Antrim (lead)Recruitment approach review – Lisburn (lead)
Learning Organisation
E-learning – Belfast (lead)PPMA development needs analysis
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Making it happen
Action Planning Defined actions for year 1
Programme management LGSC Specialist knowledge within sector
Resourcing Leaders and cross-sector teams and support
Reviewing Overall progress reviewed annually
Using OD principles/values…
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PerformanceCulture
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EmployeeRelations
Pay andReward
Pay andReward
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TalentManagement
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LearningOrganisation
OD Principles
Respect and Inclusion Collaboration Authenticity Self-awareness Empowerment
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Regional Governance Group
PROGRAMME BOARDie SOLACE, PPMA, LGSC,
TU, DoE, Independent HR rep., and Working Group
Leads
Leadership PerformanceCulture
EmployeeRelations
Pay andReward
TalentManagement
LearningOrganisation
LGSC and LGTGOversight, Resources
and Programme/Project
Management
Reporting on Progress
STRATEGIC PILLAR WORKING GROUPS
Governance structure
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Resourcing
Pillar SOLACE NI Chair PPMA Practitioner LGSC Advisor
1. Leadership Ashley Boreland, Ards
Sinead McNicholl, Derry
Lorna Parsons
2. Performance Culture
Anne Donaghy, Ballymena
Raymond Donnelly, Craigavon
Linda Leahy
3. Employee Relations
David McCammick, Antrim
Karen Hargan, Ballymena
Dermot O’Hara
4. Pay & Reward Roger Wilson, Coleraine
Catherine Sweeney, Newry & Mourne
Dermot O’Hara
5. Talent Management
Theresa Donaldson, Craigavon
Sinead Clarke, Lisburn
Lorna Parsons
6. Learning Organisation
Liam Flanigan, Limavady
Elaine Magee, Antrim Linda Leahy
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Your sector needs you!
Our progress relies on your support and input
So please volunteer for the upcoming workshops
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Final thoughts Change isn’t coming – its here
“Everybody has accepted by now that change is unavoidable” - Peter Drucker
We must take control of it “It is not the strongest of the species that survives…it
is the one that is the most adaptable to change” - Charles Darwin
The foundation to effective, sustained change is driving it from within “Peter Senge introduced the idea of the 'learning
organisation‘. Now he says that for big companies to change, we need to stop thinking like mechanics and to start acting like gardeners” – Alan Webber
LeadershipLeadership PerformanceCulture
PerformanceCulture
EmployeeRelations
EmployeeRelations
Pay andReward
Pay andReward
TalentManagement
TalentManagement
LearningOrganisation
LearningOrganisation
Final thoughts
We’ve done some great things so far...
…now let’s create something outstanding!