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WELCOME

Workforce Matters South West Supporting workforce transformation to deliver sustainable organisations and a healthy system MODULE 2 L EADING WORKFORCE TRANSFORMATION. WELCOME.

nicholas-lamb
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WELCOME

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  1. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemMODULE 2 LEADING WORKFORCE TRANSFORMATION WELCOME

  2. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemMODULE 2 LEADING WORKFORCE TRANSFORMATION Christine Bamford Workforce Matters Programme Director Liz Maddocks-Brown Workforce Matters Programme Lead

  3. Workshop Day 1 CIPD 360 Feedback – Emergent Findings and Feedback Projects – Reviewing Work Streams Engaging Leadership Applying Engaging Leadership to projects and practice New HR Leaders Roles Q&A - Using Engaging Leadership in Real World Situations Co-production and Emergent Issues World Class HR

  4. Workshop Day 2 NHS South West: SHA Expectations and Workforce Metrics What is a Metric? Why do you need one? Round Table Consultancy Sessions The looming financial climate Group Work – What does this mean for us? Consolidating project and practice activity streams Commitment to Action Co-production and Next Steps

  5. Action Since Last Workshop • Personal Notes • Speed Review • 1st Person Sharing – 2 Minutes • Listener Questions and Comments – 1 Minute • 2nd Person Sharing – 2 Minutes • Listener Questions and Comments – 1 Minute • Signatures

  6. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemCIPD 360 EMERGENT FINDINGS AND TRENDS Sarah Miles CIPD

  7. CIPD SLIDES HERE

  8. CIPD SLIDES HERE

  9. Workforce Impact Project • Pairs: Reviewing Work Streams and Leadership Challenges • 1st Person’s project – Review, Questions, Comments and Discussion to identify leadership challenges - 10 Minutes • 2nd Person’s project – Review, questions, comments and discussion to identify leadership challenges - 10 Minutes • Plenary Discussion – 5 Minutes Stuck project? - Sit down with a Facilitator – Chris, Liz or Phil

  10. Professor Beverly Alimo-Metcalfe FBPsSProfessor of Leadership, University of Bradford School of Management& Chief Executive, Real World Group Workforce Matters South West - Module 2 November 30th 2009

  11. Engaging leadership Leadership & culture

  12. Content What form of leadership is needed for the NHS? What’s the research evidence of its validity? How can organisations build leadership capacity? What are the implications for HR professionals?

  13. The reality… • “Life is going to get tougher…” as the NHS moves from a state of “real term growth of 3.5% to an absolute maximum of 1% growth for four or five years” Source: Andy McKeon (Audit Commission’s MD for Health) in In View, NHS Institute for Innovation & Improvement, Spring 2009, p. 3

  14. Crucial challengesof leadership… To get more with less To do no harm To create cultures of improvement & quality To build capacity & sustainability

  15. NHS Health & Wellbeing • Sick leave costs NHS £1.7bn a year • Cutting by one third would make annual cost savings of over half a billion (£555m) • More than a quarter of NHS staff absence is due to stress, depression & anxiety • “There is significant evidence to suggest that trust performance overall is linked to higher levels of staff health and wellbeing.” Source: Boorman Review ‘NHS Health & Wellbeing’ (August 2009)

  16. Engagement Is….. ‘Engagement is a positive attitude held by the employee towards the organisation and its values’ ‘which affects the extent to which individuals put discretionary effort into their work’ IES (2004). The Drivers of Employee Engagement

  17. Engagement is good for staff Wellbeing and health(Sonnentag, 2003); reduced burnout (Bakker et al., 2005) Reduced depressive symptoms, somatic complaints and sleep disturbances (Hallberg & Schaufeli, 2006) Higher self efficacy and commitment (Salanova, Agut & Peiro, 2005; Schaufeli et al., 2002)

  18. Engagement is good for organisations Customer satisfaction (Corrigan et al., 2000; Harter et al., 2002) Retention/turnover (CIPD, 2004; Gallup,2004; Watson Wyatt, 2005) Productivity (Alimo-Metcalfe et al., 2009; Judge et al., 2001; Harter et al., Geyery, 1998) Profitability (Towers Perrin, 2006; Watson Wyatt, 2006; Sirota Survey, 2005) Safety (Harter et al., 2002)

  19. Leadership Competency Frameworks Main source of data is ‘subject matter experts’ – the ‘leaders’ Rigorous research (sampling frame, psychometric robustness, validity, etc) Articulates the ‘what’ of leadership

  20. Criticisms of Competencies • Overly reductionist, fragmenting the role of the manager, rather than as an integrated whole (Ecclestone, 1997; Grugulis, 1998; Lester, 1994) • Overly universalistic or generic, assuming that they are the same, no matter the nature of the situation, individual or task (Grugulis, 2000; Loan-Clarke, 1996; Swailes & Roodhouse, 2003) • Focus on past or current performance, rather than future requirements, thereby reinforcing rather than challenging traditional ways of thinking (Cullen, 1992; Lester, 1994) • Focus on measurable behaviours and outcomes to the exclusion of more subtle qualities, interactions and situational factors (Bell, Taylor & Thorpe, 2002) • Result in a limited and mechanistic approach to development (Brundrett, 2000) Bolden, R. and Gosling, J. (2006). Leadership competencies: Time to change the tune? Leadership, 2, 147-163.

  21. Also … “we see little evidence that these systems, in place for years now, are producing more and better leaders in organizations” Hollenbeck, G. P., McCall, M. W., Jr. and Silzer, R. F (2006). Leadership competency models. Leadership Quarterly, 17, 398-413.

  22. In other words … … being competentis necessary… …butnot sufficient, for effective leadership

  23. Engaging Leadershipbehaviours Main source of data is - staff Rigorous research (sampling frame, psychometric robustness, validity, etc) Articulates the ‘how’ of leadership

  24. The Engaging Transformational Leadership Model LEADING INDIVIDUALS Showing Genuine Concern Being Accessible Enabling Encouraging Questioning ‘Engaging’ TLQ™ Dimensions PERSONAL QUALITIES AND VALUES MOVING FORWARD TOGETHER LEADING THE ORGANISATION Being Honest & Consistent Acting with Integrity Supporting a Developmental Culture Inspiring Others Focusing Team Effort Being Decisive Building Shared Vision Networking Resolving Complex Problems Facilitating Change Sensitively

  25. ‘Engaging’ leadership principles Leader asservant and partner Leadership is a social process (‘ubuntu’) Leadership is about connectedness through a shared vision, co-ownership, co-design and empowering partners in implementation

  26. Evidence of validity of the engaging leadership model Content, construct, convergent and discriminant validity Generalisable across sectors and countries (eg Local Govt; Central Govt; Police, Prison Service, FRS, Schools, Universities, FTSE100 companies, USA, India, Pakistan, Greece, South Africa, Australia) Alban-Metcalfe, R. J. & Alimo-Metcalfe, B. (2000). An analysis of the convergent and discriminant validity of the Transformational Leadership Questionnaire. International Journal of Selection & Assessment, 8, 3, 158-175.

  27. The impact of TLQ engagement scales on staff in the NHS (N = 5,000)

  28. Building leadership capacityfor sustainability Leadership & culture

  29. Does engaging leadership predict productivity, morale & well-being? 3-year longitudinal study 80 teams (N = 743) Assessed leadership culture (LCCI™) (competencies & engaging behaviours) Alimo-Metcalfe et al., (2007)‘The impact of leadership factors in implementing change in complex health and social care environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS SDO, Project 22/2002.

  30. What did we measure? Outcome measures: Government targets re Team productivity Team morale(eg motivation, job satisfaction, commitment) Team well-being(fulfilment, self-confidence, reduced stress/emotional exhaustion) Alimo-Metcalfe et al., (2007)‘The impact of leadership factors in implementing change in complex health and social care environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS SDO, Project 22/2002.

  31. Contextual variables controlled for Mental Illness Needs Index (MINI) for the team’s area Availability of alternatives to in-patient care Age of the team Proportion of users presenting symptoms of psychosis ‘Gate-keeping’ power of teams Extent of ‘medical cover’ Multi-disciplinary nature of team Ratio of staff to service users

  32. Evidence that engaging leadership predicts productivity Alimo-Metcalfe et al., 2007.

  33. Results A Culture of ‘engaging’ leadershipsignificantly predicts: High levels of motivation High levels of job satisfaction High levels of job & org. commitment Reduced stress & emotional exhaustion and…. High levels of Team Productivity Competencies did not predict effectiveness Source: Alimo-Metcalfe, B., Alban-Metcalfe, J., Samele, C. Bradley, M. & Mariathasan, J. (2007) ‘The impact of leadership factors in implementing change in complex health and social care environments: NHS Plan clinical priority for mental health crisis resolution teams (CRTs)` . Department of Health NHS SDO, Project 22/2002.

  34. Lessons from supporting cultural transformation • Top management buy-in is crucial: • Only start if organisation is ready, and committed • Be Transparent • Diagnose what’s needed where – not scattergun • Don’t stop there! • Relate everything to the values & aims • Ensure HR processes consistent with this • Evaluate ‘chain of impact’ (ROI) – publicise successes • Build Capacity, not dependency

  35. Implications for leadershipin the NHS & for HR professionals • ‘Engaging’ leadership significantly increases productivity, and motivation and well-being • Competencies are necessary, but not sufficient • Leadership should be viewed as a shared or distributed process, embedded in the culture • Recruitment, appraisal, development processes should be scrutinised • Leadership development should focus on increasing both ‘human capital’ & ‘social capital’ (Equality & Diversity) • Building genuine cross-community partnerships

  36. Contact beverly.alimo-metcalfe@realworld-group.com Real World Group Stewart House St Andrew’s Court Leeds LS3 1JY 0845 6017708 www.realworld-group.com

  37. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemBREAK Back@ 5.30pm

  38. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemWORLD CLASS HR Dean Royles Executive Director Workforce and Education NHS North West Peter Reilly Director, HR Research and Consultancy IES

  39. World Class HR Peter Reilly

  40. Building the model… • What HR is trying to achieve: • delivering a range of services • adding value in different ways • making a strategic contribution • The impact of people management: • lots of relevant factors involved

  41. People and performance (health sector) } Perceptions of fair treatment Good relationshipswith managers& colleagues Org. flexibility/concern for wellbeing Org. flexibility/concern for wellbeing Perceptions of org.justice/commitment to employees • Increased job performance • Reduced lateness • Decreased turnover/ intention to leave • Reduced absenteeism • Increased altruism • Increased conscientiousness Work-lifebalance Trust inemployer Employee’sorganisationalcommitment Opps for personalgrowth &development Employerconcernfor H&S Feeling of beingvalued & involved Opportunitiesfor promotion Involvement indecision-making Job characteristicsesp job scope(enrichment) Jobsatisfaction IES report for NHSI

  42. Building the model… • What HR is trying to achieve: • delivering a range of services • adding value in different ways • making a strategic contribution • The impact of people management: • lots of relevant factors involved • delivering better results (for patients) • various models link people to performance

  43. A summation of these elements • HR’s purpose and role: • deliverer of services • facilitator of people management • provider of a policy and practice framework • guardian of organisational values • manager of risk To drive organisational performance thru people • To do this it has to: • be efficient as well as effective • be business aligned and offer strategic focus

  44. World Class HR Practice Createvalue Addedvalue Valueformoney IMPACT Sustainableinnovation Continuousimprove-ment Customer focus Aligns & integrateswith the business Proactivelyleads thepeople agenda Achieves desiredresults forthe business Has a compellingemployeeproposition Gets thebasicsright Supportspeoplemanagement The model

  45. Step 4Collating & analysing findings Step 6 Peer review Step 1Orientation‘Where are you now?’ Step 2Stakeholder feedback surveys & discussions Step 3Collect hard data including capacity Step 5Action planning workshop The world class HR process

  46. World Class HR Practice Laying foundations • Factor 2 • Supports people mgmt • … • Factor 1 • Gets basics right • … Createvalue Addedvalue Valueformoney IMPACT Sustainableinnovation Continuousimprove-ment Customer focus Proactivelyleads thepeople agenda Aligns &integrates withthe business • Data options • … • … • Data options • … • … Has a compellingemployeeproposition Achieves desiredresults forthe business Gets thebasicsright Supportspeoplemanagement • Stakeholderfeedback • … • Stakeholderfeedback • … Linking self-assessment to the model

  47. For further information contact: www.employment-studies.co.uk peter.reilly@employment-studies.co.uk … thank you www.employment-studies.co.uk

  48. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemQUESTIONS

  49. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemBREAK AND NETWORKING Dinner@7.30pm

  50. Workforce Matters South WestSupporting workforce transformation to deliver sustainable organisations and a healthy systemQUESTIONS

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