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Transcript of Future of Employee Relations Debate - Stephen Moir - The Changing Role for HR in the Public Sector -...
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THE CHANGING ROLE FOR
HR IN THE PUBLIC SECTOR
Stephen Moir
Deputy Chief Executive
Yorkshire Ambulance Service NHS Trust
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Is this the type of people management capability in your organisation?
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Public Sector Context• The comprehensive spending review (CSR) set the tone for an era of austerity with at
least 25% plus less resources over the next 4 years
• This will create pressures for further integration of local public services and a stronger drive towards shared services
• The “State” will be rolled back and the remaining elements of the state will be doing much less, as well as more for less
• Public Servants will be doing things differently and doing different things to achieve different outcomes
• Different organisational models will be needed with new and different management structures and approaches
• This will fundamentally require new mindsets, behaviours, approaches , leading to a different dynamic with service users, citizens and communities
….however around 70% of change management programmes fail
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Boards, Councils and politicians require HR that can:
• Help to encourage and facilitate ‘radical’ long term thinking
• Support leadership development for the new context• Be involved early in planning changes: • Involve in strategic decisions • Warn about significant potential issues• Offer safeguards, reassurances and arrangements for
accountability• Help to play appropriate role in leading the required cultural
change
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Senior managers require HR than can:
Achieve successful organisational transformation, through:
• Clear, compelling, united and positive vision of the future• Ensuring that the capacity and capability for change exists• Getting middle managers and other key stakeholders on board • Identifying and using catalysts for change• Sustaining employee engagement in turbulent times• Delivering the ‘promise’ of cultural change • Keeping up the pace • Being bold, taking more risks.
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Service users and communities require HR than can:
• Changing attitudes and norms internally
• Linking internal and external consultation and involvement – including ‘co-production’
• Using lean/systems thinking and insight driven approaches to achieve better outcomes, e.g. customer journey mapping.
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The Public Sector HR/OD role now includes:• Supporting the leaders, including personally
• Promoting radical thinking ‘spaces’
• Bringing in fresh ideas
• Cultural change support
• Developing leadership skills for new context – at all levels
• Developing own/others new skills e.g. organisational redesign
• Asking questions– helping to leaders to clarify • Future vision• Intended outcomes/benefits • Business case • Risk management• Impact of change
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HR/OD role continued • Promoting the importance of the process and creating
meaning for people to achieve sustainable change
• Enabling employee engagement and involvement
• Developing and supporting transformation catalysts
• Keeping up the pace – firm timetables
• Focus upon wellbeing, organisational and individual health
• Highlighting issues, constraints, risks…
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HR role modelling….• Starts with you as an individual and needs to be underpinned by clarity of
purpose and personal humility.
• Needs to be clarified and reinforced by systems, structures, processes, values and personal behaviour.
• In my organisation and previous ones, the ‘role modelling’ for the people function has been about ‘three simple rules’ for the last 5 years:
- People/Customer Focus, - Teamwork, - Communication.
• Importantly, these three ‘rules’ have been applied equally to me as a leader within the function and I’m equally held to account by the team.
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HR role modelling…• In practice, start with the basics and build from the ground up, if you can’t
deliver hygiene/housekeeping tasks effectively, forget a strategic role.
• Demonstrate an ability to understand the needs and priorities of the business as a whole and to offer a commentary on what’s going on internally and relate that to your external environment.
• Ensure you do the things you expect from the line yourself – e.g. self service, process compliance, managing HR talent, developing yourself, understanding resource and performance issues, delivering operational excellence, etc.
• Be open to new ideas and learning.
• Being visible, being accessible.
• Fundamentally though, it’s not just what you do, but how you do it.
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The journey for HR…
From The Chartered Institute of Personnel and Development Research Report: Next Generation HR, 2010
Service
Driven
Process
Driven
Insight
Driven
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The circle of good HR practice?
©CIPD
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Conditions and behaviours for successBeing insight driven is part of the approach HR needs to apply. To deliver such a whole systems change to the organisation and beyond, the climate and conditions for success are key. The following points are descriptors of howsome public sector bodies are tackling this:
• Focus – overhaul of strategy, structure, culture, systems/process, behaviour and mindset.
• People orientated process of change.
• Outcomes emerge through continuous review and corrections to direction, as needed.
• Approach – conscious process design, facilitation, high involvement approach, and emergent process.
• Freedom to innovate, create and conjure.
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Foundations of Business Savvy HR
Understanding the business model and
drivers
Generating insight through evidence & data
Connecting with curiosity, purpose and impact
Leading with integrity, compassion and challenge
©CIPD
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Issues to keep in mind include…• The sheer scale and complexity of the challenges - need for
exceptional leadership
• Need for investment up front (perhaps in people management and in HR itself)
• The necessity of getting middle managers and professionals on board
• Dealing with your own turmoil and anxiety, both in HR and
personally
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Some closing thoughts….• Quality people management and development approaches are
critical to sustain organisational performance and success for the future.
• HR capability can be a significant enabler of change – it can equally act as a huge barrier if it’s delivered poorly. It must be supported by the right behaviours, attitudes and the insight of HR people themselves.
• HR does not equal good people management. Good line management equals good people management, good HR should be about making line managers even better.
• Organisations get the HR people and function that they deserve.
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The people dimension for public services in the future is not about this……
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HAPPEN