Increasing Workforce Cohesion

1. Increasing Workforce Cohesion Stephen Mather ProPeC™ Business Improvement Coach WNM

2. Outline • What is it and why bother? • Taking a Business Improvement approach • Processes that promote cohesion • Management skills and knowledge • Culture

3. ACohesiveWorkforce …is one where everyone is treated with dignity and respect, where the talents and skills of different groups are valued, and where productivity and customer service improves because the workforce is happier, more motivated and more aware of the benefits that inclusion can bring. (EHRC)

4. Why Bother High Productivity Best Practice, Cohesive Workforce, More engaged and productive workforce Baseline EHRC Negative Findings, Discrimination, Fines, Poor Legal Practice, Wasteful practices Low Productivity

5. A Business Improvement approach • What do I want? • What have I got? • What do I need to do to close the gap? Want – Got - Do

6. A Business Improvement approach Process Culture People

7. Process Measuring the gap “Our policies, processes, procedures and systems should be supporting cohesion in the workforce?” “How well are they doing that?”

8. Policy, Process, Systems Language and communication Health & Safety Performance Mgmt Training & Development Pay and Reward Parent & Carer Staff consultation and participation Workforce Planning Recruitment & Promotion Equal Opportunities Discrimination, bullying and harassment Disciplinary and grievance Sickness absence Policy and process audit

9. People Measuring the gap “The knowledge and skills of our managers and first line leaders needs to be sufficient to deliver cohesion.” “Are they?”

10. Skills and knowledge assessment Management & Leadership Competence • Leadership and management skills • Communication skills • Knowledge of cohesion as a concept • Understanding of policies • Ability to follow processes to avoid discrimination, bullying and harassment including: • Race, gender, sexual preference, age etc

11. Measuring the gap Culture “We want an inclusive culture where regardless of differences it’s normal to work together as a single team to deliver business goals.” “What is our culture really like and what are the normal behaviours?”

12. Workforce survey - Quantitative data Focus groups, go see, interviews – qualitative data Behaviour - Culture • How do people really act? • What example do managers and first-line leaders set? • What do people really think? • How does the workforce feel? • What does the workforce think is important to the senior management? • What are the relationships within the workforce including agency staff?

13. Consider what you want to achieve & the benefits Carry out a Workforce Cohesion Review Communicate the plan & put it into action Build business case, gain commitment & create action plan Review & evaluate the plan’s impact A Systematic Process Measure Action Strategy Current State Assessment Future State

14. Workforce Cohesion Embedding cohesion into the culture requires: Leadership from the Board HR to provide the strategic leadership and context Delivery and implementation by line managers and supervisors

15. Workforce Cohesion Alliance Provides Expert Support to: Build the Workforce Cohesion business case Conduct a Workforce Cohesion Review Expert HR Policy and Process preparation Line manager skills training Bespoke consultancy and training

16. Questions and Feedback

17. Thanks for your time WNM www.propec.co.uk Tel: 01733 234488 Workforce Cohesion Alliance www.workforcecohesion.org Tel: 01908 522661