A turbo charged engagement & culture change journey

2. A turbo charged engagement & culture change journey Delivered by Lisa Gammack & Lisa Rigby Organisational Development & Strategy Team Wigan Council

3. Population 322,000 70% green space 140,000 households 85th most deprived Employs around 4,200 staff

4. Where we were • Organisational change managed in a very traditional way • Genuinely listening to staff was not part of our culture • Focus on staff satisfaction rather than real staff engagement • Appraisal process was a source of frustration – a tick box exercise with no meaningful or positive outcome • Risk averse, innovation wasn’t encouraged or celebrated – “we’ve always done it this way” • Staff loyalty & exceptional performance wasn’t formally recognised • Limited investment in leadership & management development

5. Our response • Have a fundamentally different relationship with our workforce • Put staff at the heart of everything that we do • Create the conditions that unlock the capability and potential of our workforce • Empower & engage staff in transforming services and making Wigan a great place to work • Create & sustain the right culture • In a nutshell: develop a different kind of leadership & conditions

9. Our Ambition “An engaged workforce that delivers the Deal through the BeWigan behaviours: Be Positive, Be Accountable, Be Courageous

10. Back to basics • How do we help staff understand what Wigan’s vision is and the part they play? • How do we genuinely listen to staff and take on board their ideas and suggestions? • How do we translate Wigan’s story in a way that people feel proud to be part of it? • Do staff know what’s expected? How do we articulate how we do things around here? • What can we do to support staff to feel empowered to work differently and co-create the future? • How do we support leaders at all at levels to create conditions for our workforce to thrive?

12. Our Behaviours Managers: Everyone: Inspire… I lead by example and help others to see the bigger picture Be Positive… take pride in all that you do Care… I show genuine concern for people as individuals and value their contributions Be Accountable… be responsible for making things better Be Courageous… be open to doing things differently Engage … I connect with others both within and beyond the organisation Becausehow we do things is just as important as what we do

15. What is it? An engaging and interactive walk through experience… and a completely new, modern and fresh approach to learning. It introduces the Deal for the Future and brings it to life... and helps explain why change is necessary. Our manager experience also highlights managers role in driving this. It introduces our new behaviours and what they mean in reality... to highlight to staff they have permission to take ownership of their own engagement and development and share what we expect from a ‘Wigan’ manager. It introduces the new tools that support behaviour change… and encourages staff to commit to action moving forward and be part of our journey.

16. Let’s take a peak… BeWigan manager experience BeWigan experience

17. listen to your ideas Employee Volunteering Scheme BeWigan Staff Award Scheme My Rewards online benefit platform My Time & My Time Extra Tools Listening into Action Programme BeWigan Experience BeWigan Manager Experience Attendance Reward Scheme Annual staff engagement survey Loyalty Reward Scheme Team Time Staff Facebook Page New recruitment approach Greater.Jobs Health & wellbeing programme And lots more….

18. What difference has our approach made? • 92% of staff feel the BeWigan behaviours are clear in explaining how they are expected to behave at work • Over 80% of staff generally understand what the Staff Deal is • 92% of staff understand what the Wigan Deal is and 88% understand how the Wigan Deal is changing the way we do things as a council • Almost 80% of staff agree the council provides strong, honest and visible leadership • Customer satisfaction has increased from 41% to 65% • All against a backdrop of saving £125m since 2010

20. Lessons learnt • Keep things real & simple! • Be brave & experimental • Be strong & supportive leaders that walk the talk • Utilise existing talents & assets • Give employees freedom & trust to innovate • Make sure people within the organisation own the changes • Genuinely listen to your workforce & have real dialogue • Just do it!

21. Call to action. Ask those key questions… • Do staff in our organisation understand the vision and the part they play? • Do we translate the organisations story in a simple way? • Do staff know what’s expected? Are they clear on how things are done around here? Do they feel proud to work here? • As leaders, how do we show we are listening? • How are leaders at all levels supported to create conditions for staff to thrive? • How do we empower staff to work differently and co-create the future?

22. Thank you Any questions?