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Burnley Borough Council

Burnley Borough Council. Lancashire England. Gina Cole Organisational Development Specialist. Challenges. HR Challenges. Local Government. Reducing workforce and budgets Staff engagement and motivation Change management and ability Capacity building Wellbeing

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Burnley Borough Council

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  1. Burnley Borough Council Lancashire England Gina Cole Organisational Development Specialist

  2. Challenges

  3. HR Challenges Local Government • Reducing workforce and budgets • Staff engagement and motivation • Change management and ability • Capacity building • Wellbeing • Performance management • Workforce planning

  4. Burnley Council and IiP The journey Ambitious development forGOLD and Champion status Top team commitment Culture change programme Commitment to maintain ‘03 ‘04 ‘05 ‘06 ‘07 ‘08 ‘09 ‘10 ‘11 ‘12 ‘13 THE STANDARD FRAMEWORK THE EXTENDED FRAMEWORK

  5. Developing and Internal Review Team Internal champions • Strategic steering group • Coordinator and mentor in place: OD strategy • Internal review team: trained and responsiblefor keeping IiP active and developmental • The programme and purpose

  6. Developing and Internal Review Team Internal champions • Organisational benefits • Relationship with Managing Assessor • Regular internal reviews for continuous improvement • Investment in the team • Involvement in full GOLD assessment

  7. Communication

  8. Communicating IiP Clear strategic intent and commitment • Management team • Steering group • Internal reviews planned • Celebrations events, news, additional leave, awards communication • Learning and development reps

  9. Organisational development Planning for change and using the framework as a benchmark • Other measures : staff attitude surveys • Times best company • Coaching culture study • Redundancy NLP study • Customer satisfaction stats • IiP results and targeted actions : a plan, do, review approach across the board

  10. Key areas of focus 2009-2012: gap analysis • Coaching culture • Talent management & Leadership development at all levels: capacity building • Apprenticeships and Mentors • Health and wellbeing: engagement • More visible leadership • Organisational Values • Innovative learning and celebrating achievement

  11. Coaching culture Using the framework • Project to develop internal corporate coaches team : plan, do and review approach • Cultural measurement undertaken in 09 & 12 • Development activity undertaken • Internal review following implementation • GOLD Feedback • Ensuring coaching is on the learning agenda

  12. Talent development Developing talent at all levels • Using the framework to promote additional activity around this agenda • Coaching availability • Targeted activity for grades 6-9 from staff survey results • A focussed Talent Management programme linked to clear organisational development projects for ROI • Increasing opportunities for cross organisational capacity building through key development al roles: increased involvement and participation

  13. Enhancing Apprenticeships Going beyond • Reviewing experiences of apprentices • Networking forum • Developing the mentoring arrangements and organisational learning • Braythay challenge

  14. Health and Wellbeing The IiP Health and Wellbeing Award • Focus on H&W since 2007: wellbeing strategy with clear objectives • Specific tangible measures linked to managing attendance, reducing stress and accidents at work • Plethora of activities to support H&W • A culture of engagement and involvement to improve performance and workplace wellness • Accessibility and access strategy • Use of standard to focus effort in evaluation

  15. Leadership Visible leaders • IiP, Times Best and staff surveys all showed as a development area • Enhanced leadership connections through staff conferences • Back to the floor • Chat with the Chief • Key sponsors for major development activities • Actively engaged in learning alongside others

  16. Innovation Being bold and ambitious about learning • Creative and innovative activities as part of calendar • Nominations for learning as a reward • Access at all levels • Shout about it! Regional recognition and awards

  17. Innovation Being bold and ambitious about learning • Promotion of learning to increase engagement • Year on year increase in staff attitude surveys • Developing internal skills as reward and recognition • Celebrating achievement

  18. Awards and the IiP approach Tangible benefits and measureable improvement • GOLD status 97% and Champion status • Health and Wellbeing Best Practice award • National Training Award Coaching Culture and National Apprenticeship Award • European MCC Coaching organisation award 2012 • Making a difference award for internal review team and coaches • Highest scoring authority for regional Local Government Skills award 94% and regional peer verifiers

  19. Continuous improvement and assessment What next? • Agile working focus • Developing PDR appraisal focus more coaching led • Champion activity • Transformational services online and IT support • Reducing workforce and more innovative activty

  20. BURNLEY Why IiP? old nderstand eturn on investment ew approach earning culture ngage es!

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