Dr. Lucy Fallon-ByrneJune 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

Organisational Development Programme

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

Employee EngagementWhat is it ?

Positive attitude, passion, commitment and discretionary effort ‘Positive attitude held by the individual towards the organisation and its value’

(Robinson et al.,2004)‘Employee’s willingness and ability to help their company succeed, largely by

providing discretionary effort on a sustainable basis….Engagement is about passion and commitment – the willingness to invest oneself and expand ones discretionary effort to help the employer to succeed’ (Perrin’s Global Workforce Survey, 2003)

‘Involvement with and enthusiasm for work’ (Gallup)

Employee EngagementWhy is it important?

Related to performance RetentionAbsenteeism ProductivityProfitabilityCustomer loyaltySafety

Disengaged employees miss an average of 3.5 more days per year Are less productiveCost the US economy $355 billion per year

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).

Employee EngagementWhat to do ?

Individual: Drivers Personal attributes Organisational contextHR practices

Managers: 5 things Align efforts with strategyEmpowerPromote and encourage teamwork and collaboration Help people grow and developProvide support and recognition where appropriate

Organisation: Ten things1. Start on day one – recruitment2. Start at the top – senior management commitment3. Develop two-way communication 4. Give satisfactory opportunities for development and

advancement 5. Ensure that employees have everything they need to do their

job6. Give appropriate training 7. Have strong feedback system 8. Provide incentives 9. Build a distinctive corporate culture 10. Focus on top-performing employees

14

Objectives

15

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