People Excellence Summary (Final)

ISiS Partnership People Excellence Summary

Variant Bid Volume 2A

Section 3

28th November 2006

People Excellence Summary

IBM Response to ISiS ITN Volume 2a – Section 3

IBM Confidential


Key messages People are central to the business of the Councils and the successful

implementation of the Business Transformation.

The Councils need highly motivated employees who are customer centric.

Development activities need to be focused on delivering an ever increasing level and quality of service.

The Councils need the means to measure and manage human capital.

Highlights of our approach To achieve people excellence we will work with you to:

Implement workforce management - with the right people in the right place at the right time at the right cost;

Implement workforce enablement – with the right skills and experience and the right motivation; and

Establish a shift in culture towards customer centric service delivery across the Councils.

How you will benefit Employees delivering better customer service

Greater ability to manage employee performance

Improved recruitment and retention of employees

More innovation and enterprise through motivated employees

Ability to nurture the talent within the Councils


IBM Confidential



People Excellence at a glance . . .

Why is this important to Taunton Deane and Somerset?

Key, Up front messages

Our aim is to build on the excellent work that has already begun in changing the way people work and how they are managed and developed.

Transformation and culture change need to be addressed both for in scope staff (seconding to ISiS) and for out of scope staff (everyone else in the Councils).

For this reason our proposals are therefore divided into two parts to address the two different populations, namely in scope staff seconded to the JV and out of scope staff remaining in the Councils

What’s our compelling idea?

What outcomes are we striving for?

What we do to make this happen?

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Context: At the heart of the goals you have for ISiS is the drive to improve access to, and delivery of, customer services. Your people hold the relationships with your customers and our goal in the People Excellence Programme is to help them delight and surprise their customers with the level and quality of service they offer.

TheBig Idea

ISiS needs a highly motivated workforce that is customer centric in all the things that it does, with management and development activities focussed on delivering an ever increasing level and quality of service

Having the right people in the right roles with the right information and the right

skills, the right motivation and the means to manage and measure human capital

Focus on in scope staff

Focus on out of scope staff

• Introduce the Professional Excellence Model as part of our standard bid.

• Deliver HR Transition as part of our standard bid.

• Transition staffto new operating model as part of our variant bid.

• Continue with current leadership programmes as part of our variant bid.

• Introduce shift to customer centric service deliveryas part of our variant bid

• Pilot the Professional Excellence Model as part of our variant bid


Why is this important to Taunton Deane and Somerset?

Key, Up front messages

Our aim is to build on the excellent work that has already begun in changing the way people work and how they are managed and developed.

Transformation and culture change need to be addressed both for in scope staff (seconding to ISiS) and for out of scope staff (everyone else in the Councils).

For this reason our proposals are therefore divided into two parts to address the two different populations, namely in scope staff seconded to the JV and out of scope staff remaining in the Councils

What’s our compelling idea?

What outcomes are we striving for?

What we do to make this happen?

1

2

3



TheBig Idea

TheBig Idea

ISiS needs a highly motivated workforce that is customer centric in all the things that it does, with management and development activities focussed on delivering an ever increasing level and quality of service

Having the right people in the right roles with the right information and the right

skills, the right motivation and the means to manage and measure human capital

Focus on in scope staff

Focus on out of scope staff

• Introduce the Professional Excellence Model as part of our standard bid.

• Deliver HR Transition as part of our standard bid.

• Transition staffto new operating model as part of our variant bid.

• Continue with current leadership programmes as part of our variant bid.

• Introduce shift to customer centric service deliveryas part of our variant bid

• Pilot the Professional Excellence Model as part of our variant bid

IBM Confidential



How will we make this happen?

What else?See below for a broad description of the People Programme (Appendix A)

See below for an introduction the “The Magic Carpet” and the Professional Excellence Model

See below for the links to ISiS’s overall goals

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The table below gives a detailed analysis of our proposed project deliverables against levers of cultural change:

We will make this happen by linking the 9 levers of change included in our “Magic Carpet”culture change approach to specific project deliverables.We will make this happen by linking the 9 levers of change included in our “Magic Carpet”culture change approach to specific project deliverables.

Environments designed to support key behaviours - see Property proposalHow a person’s physical and virtual environment shapes their styles of working and modes of interaction

Professional Excellence Model processes defined to reflect values and promote key behaviours

HR Policy definition for ISiS, reflecting values and key behavioursWhat processes, policies and procedures a person is asked to work with

Peer to peer coaching through communities of professionals

Leaders coached in role modelling and on developing an effective personal style reflecting ISiS values and behaviours

How a person is influenced by the behaviour of leaders and peers

Organisational definition and reporting lines designed to support ISiS objectives and values (e.g. customer-centric)

Role definitions reflecting key behavioursHow a person’s role is defined, and their reporting lines and relationships

Top Talent programme with criteria based on key values/behaviours

Competency definitions reflecting key values/behavioursWhat types of people a person sees being recruited and promoted

Behavioural communication through PDM coaching

Leaders coached in behavioural communication through storytelling

Two-way communication programme for Transition

Integrated two way communication programme for all ISiS development initiatives through life of partnership

How a person is engaged in communication and whether behavioural aspects of the message are covered

Overall learning strategy

Leadership training for transformationSecondment for leaders into partner organisationsGraduate recruitment programme into ISiSCoaching for leaders

Training covering collaborative working and joint decision making across silos

Coaching and mentoring from Professional Development Managers (PDMs)Peer coaching from communities of professionals

What training a person receives, and whether the content is placed in a behavioural context.

ISiS HR Policies for recognition (though not monetary reward) - potentially including “Going the extra mile” awards, Thank You vouchers, Duvet Mornings, Share Options - including rewarding people for ideas and participation in Innovation events and projects

How a person is rewarded and sanctioned

Competencies defined for Professional Excellence, directly referring to ISiS/Council values and key behaviours

Cascaded objectives, driven directly by ISiS/Council values and objectivesA person’s objectives, and how they are assessed

Project deliverables - applying the leverMagic Carpet Culture change lever

Environments designed to support key behaviours - see Property proposalHow a person’s physical and virtual environment shapes their styles of working and modes of interaction

Professional Excellence Model processes defined to reflect values and promote key behaviours

HR Policy definition for ISiS, reflecting values and key behavioursWhat processes, policies and procedures a person is asked to work with

Peer to peer coaching through communities of professionals

Leaders coached in role modelling and on developing an effective personal style reflecting ISiS values and behaviours

How a person is influenced by the behaviour of leaders and peers

Organisational definition and reporting lines designed to support ISiS objectives and values (e.g. customer-centric)

Role definitions reflecting key behavioursHow a person’s role is defined, and their reporting lines and relationships

Top Talent programme with criteria based on key values/behaviours

Competency definitions reflecting key values/behavioursWhat types of people a person sees being recruited and promoted

Behavioural communication through PDM coaching

Leaders coached in behavioural communication through storytelling

Two-way communication programme for Transition

Integrated two way communication programme for all ISiS development initiatives through life of partnership

How a person is engaged in communication and whether behavioural aspects of the message are covered

Overall learning strategy

Leadership training for transformationSecondment for leaders into partner organisationsGraduate recruitment programme into ISiSCoaching for leaders

Training covering collaborative working and joint decision making across silos

Coaching and mentoring from Professional Development Managers (PDMs)Peer coaching from communities of professionals

What training a person receives, and whether the content is placed in a behavioural context.

ISiS HR Policies for recognition (though not monetary reward) - potentially including “Going the extra mile” awards, Thank You vouchers, Duvet Mornings, Share Options - including rewarding people for ideas and participation in Innovation events and projects

How a person is rewarded and sanctioned

Competencies defined for Professional Excellence, directly referring to ISiS/Council values and key behaviours

Cascaded objectives, driven directly by ISiS/Council values and objectivesA person’s objectives, and how they are assessed

Project deliverables - applying the leverMagic Carpet Culture change lever


IBM Confidential


Appendix A What will the People Excellence Programme look like?

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Descriptions of each of these projects can be found in Volume 2, Section A of our submission. These descriptions are illustrative based on our conversations and the information available to us. Our expectation is that, should you wish to proceed with these projects, we will agree the final scope and detail together.

People projects will be timed to fit in with significant business changes, for example, the set up of communities for professionals will support the move to shared services.

All projects teams will be joint teams comprised of Council and IBM/HBS/ Mouchel Parkman (as appropriate) staff. Structured skills transfer will form part of our ways of working as set out in “Turning your vision for Somerset into reality”, Volume 2, Section A.

In scope staff: as part of our Standard Bid we are committed to introducing the Professional Excellence Model for all secondees (see below); embedding an ISIS culture during the “take on” period with appropriate training, team and leadership events (see HR Transition Storyboard) and later on providing organisation design and HR deployment support to move staff into new accommodation and business units (See Shared Services project)

Out of scope staff: as part of our Variant Bid we propose a continuation of the current Leadership programmes with an increased focus on performance management as part of this; a project introducing a shift in culture towards more customer centric attitudes and ways of working (across both Councils) and a pilot in each Council implementing the Professional Excellence Model.

* Within Shared Services project

People Programme

Professional Excellence for JV

Organisation Design

Performing from the Top

Customer CentricCulture Change (pilot)

ProfessionalExcellence (pilot)

People Programme


* Organisation Design




In scope staff –seconded to JV Out of scope staff –

remaining in CouncilsPeople

Programme


Organisation Design




People Programme



Customer CentricCulture Change



remaining in Councils

HR Transition

Appendix A What will the People Excellence Programme look like?

2

3

1

Descriptions of each of these projects can be found in Volume 2, Section A of our submission. These descriptions are illustrative based on our conversations and the information available to us. Our expectation is that, should you wish to proceed with these projects, we will agree the final scope and detail together.

People projects will be timed to fit in with significant business changes, for example, the set up of communities for professionals will support the move to shared services.

All projects teams will be joint teams comprised of Council and IBM/HBS/ Mouchel Parkman (as appropriate) staff. Structured skills transfer will form part of our ways of working as set out in “Turning your vision for Somerset into reality”, Volume 2, Section A.

In scope staff: as part of our Standard Bid we are committed to introducing the Professional Excellence Model for all secondees (see below); embedding an ISIS culture during the “take on” period with appropriate training, team and leadership events (see HR Transition Storyboard) and later on providing organisation design and HR deployment support to move staff into new accommodation and business units (See Shared Services project)

Out of scope staff: as part of our Variant Bid we propose a continuation of the current Leadership programmes with an increased focus on performance management as part of this; a project introducing a shift in culture towards more customer centric attitudes and ways of working (across both Councils) and a pilot in each Council implementing the Professional Excellence Model.

* Within Shared Services project

People Programme


Organisation Design




People Programme







remaining in CouncilsPeople

Programme


Organisation Design




People Programme



Customer CentricCulture Change



remaining in Councils

HR Transition


IBM Confidential


The Magic Carpet: Nine levers to achieve behavioural change

How a person’s physical and virtual environment shapes their styles of working and modes of interaction


How a person is rewarded and

sanctioned

What a person’s objectives are and

how they are assessed

What training a person receives and whether the

content is placed in behavioural context

How a person is engaged in communication and whether behavioural

aspects of the message are covered

What types of person people see being

recruited and promoted

How a person’s role is defined, and work reporting lines &

relationships exist

How a person is influenced by the behaviours of

leaders, others they regard highly and peers

What processes, policies and procedures

a person is asked to work with

•Objective

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•Objective

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sanctioned










relationships exist





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•Objective

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•Objective

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Learning & Development

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Assess

AcquirePlan

Develop

Deploy

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Develop

Deploy

Sustain

Transform

BusinessDrivers

BusinessBenefits

BusinessDrivers

BusinessBenefits

Appendix B We recognise that real transformation doesn’t just happen through the introduction of new structures and management processes, a significant cultural shift is required if you want a highly motivated workforce that is customer centric in all that it does. Our approach to culture change can deliver that for you.

In order to underpin the cultural changes and put in place the management and development activities to continually improve your people’s capability to deliver an ever increasing level and quality of service to their customers we propose introducing our Professional Excellence Model.

We also recognise that to deliver an ever increasing level and quality of servicewe cannot just implement a project and walk away. Sustainability through “infused resources” (experienced professionals doing the day job with your people until they are ready to take over) is key to our approach.

The Magic Carpet: Nine levers to achieve behavioural change




sanctioned










relationships exist





•Objective

1

•Objective

2

•Objective

3

•Objective

4

•Objective

5


sanctioned










relationships exist





•Objective

1

•Objective

2

•Objective

3

•Objective

4

•Objective

5

•

Common Language

Com

mun

ity 1

Co

mm

unity 2

Com

mun

ity 3

Co

mm

unity 4

Com

mun

ity 5

Com

munity 6

Co

mm

unity 7

Co

mm

unity X

Competency & Skills


Career

Pe

ople M

anag

emen

t

Pe

rforman

ce Manag

em

ent

Common Language

Com

mun

ity 1

Co

mm

unity 2

Com

mun

ity 3

Co

mm

unity 4

Com

mun

ity 5

Com

munity 6

Co

mm

unity 7

Co

mm

unity X

Competency & Skills


Career

Pe

ople M

anag

emen

t

Pe

rforman

ce Manag

em

ent

WorkforceStrategy

Assess

AcquirePlan

Develop

Deploy

Assess

AcquirePlan

Develop

Deploy

Sustain

Transform

BusinessDrivers

BusinessBenefits

BusinessDrivers

BusinessBenefits

Appendix B We recognise that real transformation doesn’t just happen through the introduction of new structures and management processes, a significant cultural shift is required if you want a highly motivated workforce that is customer centric in all that it does. Our approach to culture change can deliver that for you.

In order to underpin the cultural changes and put in place the management and development activities to continually improve your people’s capability to deliver an ever increasing level and quality of service to their customers we propose introducing our Professional Excellence Model.

We also recognise that to deliver an ever increasing level and quality of servicewe cannot just implement a project and walk away. Sustainability through “infused resources” (experienced professionals doing the day job with your people until they are ready to take over) is key to our approach.


IBM Confidential



Appendix C

Provide employment opportunities and training of the highest standards, raising skills levels in the local economy

Provide a scaleable structure to enable business growthProvide career paths and skills development for staff Implement structure and management processes that enable flexible and mobile working; Consult and communicate with trade unions and staff representatives in the development of the organisationDevelop high quality leadership Develop bespoke HR policies for the organisation where required Overall, create an organisation that becomes the employer of choice in Taunton/Somerset

Professional Excellence ModelCustomer Centric Culture ChangePerforming from the top

ISIS organisation designProfessional Excellence ModelTrade Unions and staff forumPerforming from the top (leadership & performance management improvement)ISIS HR policies (see HR transition)

To generate economic investment by attracting a partner willing to invest in Somerset

To create an excellent working environment and more sustainable employment for Council staff in the future

In drawing up our proposals we have looked carefully at how we can contribute to the achievement of ISIS’s overall goals.

Enables flexible and mobile workingSupports customer focussed service and information management

organisations ’

Structure and management processes that facilitate frontline staff in doing their job, innovating and going the extra mileMaximising the potential for collaboration with partners across Somersetstructure that enables choice of access to services

Outcomes that People Transformation will support

Portal (see ICT programme)Mobile & remote working tools (see Modernisation programme)ISIS HR policies (see HR Transition)Customer centric culture change

Structured skills transfer programmeISIS values infused into behaviours, ways of working and performance management

ISIS organisation design, Professional Excellence lCustomer centric culture change (which includes training on collaborative working)

People Transformation Products

To invest in world class technologies to improve productivity

To help modernise and transform the overall workings of SCC and TBDC.

Improve access to and delivery of customer facing services

ISIS Performance Goals

Enables flexible and mobile workingSupports customer focussed service and information management

Use technology to enable redesign of processes and which has self service as coreSupport skills transfer between partner organisationsEmbody values complementary to the Council ’

facilitate frontline staff in doing their job, innovating and going the extra mileMaximising the potential for collaboration with partners across Somersetstructure that enables choice of access to services

Outcomes that People Transformation will support

Portal (see ICT programme)Mobile & remote working tools (see Modernisation programme)ISIS HR policies (see HR Transition)Customer centric culture change

Structured skills transfer programmeISIS values infused into behaviours, ways of working and performance management

ISIS organisation designProfessional Excellence Model Customer centric culture change (which includes training on collaborative working)

People Transformation Products

To invest in world class technologies to improve productivity

To help modernise and transform the overall workings of SCC and TBDC.

Improve access to and delivery of customer facing services

ISIS Performance Goals

IBM Confidential

People Excellence Summary (Final)

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Transcript of People Excellence Summary (Final)