Honours Degree, Psychology, Trinity College Dublin Behavioural Psychologist/Senior Child Care Worker

2. Joyce Rigby-Jones BA. Mod, FCIPDRigby-Jones BA Mod, FCIPD • Honours Degree, Psychology, Trinity College Dublin • Behavioural Psychologist/Senior Child Care Worker • Fellow of Chartered Institute of Personnel and Development, CIPD • Human Resources positions (Ireland and International), Ericsson, Glaxo Wellcome, Marconi, • Nabi Biopharmaceuticals, Norwich Union International etc. • HR Consultant 2006 – present • Currently Partner in Voltedge Human Resource Consulting • Honorary Secretary, CIPD Ireland

3. Voltedge HR Consulting Voltedge - created by two highly regarded HR Professionals, over 35 years experience in the People Management in Ireland and internationally. Voltedge - all sectors , customised services, SME and larger organisations Voltedge a comprehensive consulting service • full outsourced HR services, • strategy and management development, • private and public sector HR support, • performance management and best practice advice. • Leadership advice and development Voltedge Start-up suite of services (incubation centres eg: Nova UCD)

4. Housekeeping • Working lunch at 12 noon • Mobiles/pagers off/on silent • Break at 1.30PM for 10 minutes • Interaction/participation • Your attention and input

5. Our focus today: • Current HR issues for HSE West • Practices and Trends, employment legislation update • Leadership trends • Summary and actions

6. Successes! • Absenteeism project • Letterkenny Hospital – crisis management excellence • Pro-active, not reactive – pilots for reform within HSE • Driving performance management culture (PMDS) • Engaged and empowered • Constantly changing ….. • ……

11. Irish Times, 23rd January 2014: • The HSE has established a new assurance group aimed at assisting managers in the health services • Maximise savings under the provisions of the Haddington Road agreement • ‘Significant enablers and provisions’ to extract savings and reduce the overall cost base • ‘Review current service delivery model to ensure that managers are making the best use of provisions’ • Details include work practice changes, systematic reviews of rosters, skill mix and staffing, additional working hours, increased use of redeployment

12. Current Issues • CRC legacy • Haddington Road Implementation • Increase services, decrease spending... • Savita Halappanavar legacy

13. Practices and Trends – news from the Courts • Return to High Court Injunctions - Kelly vs Minister for Agriculture • Bullying and Harassment- still alive and well – Browne v Minister for Justice • Returning to work after maternity – offer of similar employment • Fixed term contracts in the Public Sector – Arts Council v Harte, HSE v Sallam

14. Capability and Sickness Absence • HSE West excellent work on absenteeism • Fair termination where there is no suitable alternative employment on return to work (Reardon v St. Vincent’s Hospital) • Showing a ‘need’ to dismiss - McGrane v the Mater Private Nursing Home • Annual leave entitlement when on long-term illness

15. Reform in Workplace Relations Vision: To deliver a world-class workplace relations service that serves the needs of employers and employees and provides maximum value for money • Early Resolution Service (ERS)/Mediation • Eliminate multiple cases ‘forum shopping’ • Mediation –being embraced by public and private sector

16. European Issues Work-related Emails: • German Labour Ministry ban on managers phoning or emailing employees out of office hours except in emergencies

17. Social Media • Pre-employment background checks • Use of Facebook, LinkedIn Blokker case 2012 • Bullying and harassment on-line • Twitter • BYOD (bring your own device) • Employee Handbook Policies

18. Whistleblowing • Protected Disclosures Bill, 2013 • Fallout from PAC?

19. Consider • Business and healthy employees • Implementation of redundancy and sick pay programmes • Engaging with employees – management training • Performance management – consolidating to lower levels

21. “Leadership is the art of getting someone else to do something you want done because he wants to do it”.– Dwight Eisenhower

22. Trends • Coaching – key leadership development tool (both internal and external coaches Public/Private) – choice • Bullying- not the usual profile anymore • Diversity- female representation at senior level (IOD report) • Develop our people and maximise their capabilities • HR is core to the transformation process • Information/Communication/Consultation/Transparency

23. LEADER COACHING PROCESS

25. How Leaders Drive Workforce Performance Right Management (international organisation) Survey on Engagement of >28,000 employees Across 15 countries globally including public sector Results: • Significant correlation between leadership and employee engagement • However …. Less than half of nearly 30,000 employees rated their immediate managers and senior leaders as effective

26. Leadership Development Trends (Private Sector) • Corporate Governance • 360 degree feedback • Personal/Professional development • Dynamic business strategy/financial acumen

27. Top 10 EngagementDrivers: • Work processes • Learning and development opportunities • Culture • Senior leaders • Communication • Structure, roles and capability • Recognition and reward • Customer focus • Strategy • Immediate Managers

28. Engagement Drivers for Senior Leadership • Value Employees • Lead by Example • Have the capability to make my organisation successful • Are visible to employees • Encourage feedback across the organisation • Ensure that projects are completed • Behave consistently with organisation values • Communicate effectively about change in organisation • Implement change effectively in organisation • Respond appropriately to changing external conditions • Make decisions consistent with organisation’s strategy

29. Best Practice Recommendations Senior Leaders • Show that you value employees • Have a strategy reflecting core values employees can identify with • Implement the organisation’s strategy effectively • Communicate strategy to employees clearly • Implement organisational change effectively

30. Best Practice Recommendations Immediate Managers: • Facilitate discussions with employees about their career • Help employees understand the link between the work they do and the strategy • Provide employees with the support they need to do their jobs well • Manage work processes effectively • Focus on developing people

31. Future developments…………. • Think big, Act ‘small’ • Women progressing at senior levels • ‘Fitness for growth’ – how do we know what to do when the economy and purses start easing? (Booz 2013 Fitness for Growth Report)

32. ‘Fit for Growth’? • Clear correlation between the Fit for Growth Index and market performance (Booze report 2013) • High-performing organisations tightly link their growth and cost agendas • Few companies are ready to grow • Companies fall into set of 5 archetypes with common characteristics

33. Strategy & Way to Grow

34. Most Important Drivers ofPerformance

35. 5 Different Styles – Which fits us? • ‘Strategically adrift’ • ‘Distracted’ • ‘Capability Constrained’ • ‘In the Game’ • ‘Ready for Growth’

36. Actions from this meeting • Haddington Road continued implementation • HR initiatives • Leadership progress • Piloting future projects • ……

37. Thank you for your time and input to this session