1 / 14

Managing Workforce Change In Haringey Council Steve Davies Head of HR

Managing Workforce Change In Haringey Council Steve Davies Head of HR. Haringey Context. £60-70m budget reduction 2011 – 2014 General Fund Revenue staff budget approx £200m Approx 4500 staff non schools, 4000 FTE Haringey Efficiency & Savings Programme – programme to manage the cuts.

tyrone-munoz
Download Presentation

Managing Workforce Change In Haringey Council Steve Davies Head of HR

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Managing Workforce Change In Haringey Council Steve Davies Head of HR

  2. Haringey Context £60-70m budget reduction 2011 – 2014 General Fund Revenue staff budget approx £200m Approx 4500 staff non schools, 4000 FTE Haringey Efficiency & Savings Programme – programme to manage the cuts

  3. Principles of well managed change - CIPD Sustain top management/ political support Ensure an integrated, rather than piecemeal, approach to change – don't focus on structural issues alone. Place a skilled project team at the centre of activity, with close and continuing support from senior management. Develop the means of capturing learning on restructuring Involve HR professionals and ensure the impact on staff is given high priority. Ensure genuine (not tokenistic) employee involvement.

  4. Learning points from reorganisations Pay greater attention to the impact on people Ensure strong project management Base decisions on future delivery on facts not anecdote Build a culture of change – taking deliberate actions to demonstrate that changing the way things are done is not optional Use common performance metrics to assess success Take account of changes on reward systems and career structures Successful organisational redesign must be underpinned by a commitment to staff. Success is directly proportional to the levels of investment in new support systems, skills and competencies..

  5. Haringey approach – change phases Develop the Business Case and Change Concepts Develop Ideas Design Test & Revise CONSIDER Structure Function & Process Performance Metrics People and Roles Agree Details Formally consult Implement Review

  6. Haringey – Planning the Change Scope Outline business case Identify key stake-holders Understand collective desired outcomes Identify Functions People Roles Structure Processes Technology Metrics Explore and test assump-tions Refine Bus.Case & Plans Workshops large and small Discuss changes Map functions & customer Share Data and Ideas Explore multiple perspectives Explore desired outcomes Formal Consultation on new roles Refine details Confirm design principles Implement Ringfencing and … Recruit Redeploy Exit Transition to new roles, processes, function Induct & Develop & Manage Review Lessons learnt Monitor Design job families Design job roles Explore and test assump-tions Map to be structure function & processes Refine Bus.Case & Plans

  7. Business case outline Signoff Business case review Project Board Change Programme Work Streams Formal Consultation Wk 1 - 3 Wk 4 - 6 Wk 7 - 10 Wk 11 - 13 Wk 14 - 16 Wk 17 - 20 Design Phase Testing Implementation Ideas Development Engagement Function design / mapping Structure shaping Process Review-Lean Design of Job families Design Job Description IT/SAP Infrastructure Performance Metrics: individual and team Ringfencing Selection and recruitment Deployment and Redeployment Induction / Development

  8. HR/OD Supporting change management – The elements to support Understanding – who is involved, what they do, the outcomes we are seeking to achieve Engagement – ensuring that we know who to inform, involve, and consult. Designing – a journey from customer need - business objectives - model of delivery - service offer - delivery processes - functional map - structure - roles and ending at job descriptions. Testing – how does what has been designed meet the customer need & the Council/stakeholder objective. A safe area for piloting Transition – managing the customer expectation and ensuring from day one a slick user experience.

  9. HR/OD Supporting change management – A programme approach to support HR/OD have divided the way in which we support change into 4 streams of activity • Engagement • Data • Staff Deployment • Employment Terms

  10. HR/OD Supporting change management – Engagement – this stream looks at a) know who to involve, consult, inform b) have appropriate capacity to engage by: Identifying & providing the right tools for engaging service customers, commissioners, staff, and stakeholders; review tools such as BPR and Lean; building the skills and confidence of key personnel to engage effectively; co-ordinating the talent already within the Council to provide a pool of engagement expertise & support. c) communicate effectively by knowing our audiences – customers, commissioners, staff, stakeholders; planning our communications and using a variety of communication channels

  11. HR/OD Supporting change management – Data – this stream looks at a) Understand our audiences – by analysing the proportion of staff undertaking each of the review areas; b) Maintain an up to date picture of the workforce - by undertaking establishment verification exercises that reconcile to budget; c) Develop workforce planning tools so that we can plot resource need against service delivery changes; d) Deliver the changes in the best sequence so that change is managed with less disruption but greater benefit. This means analysing the overlaps in function between review areas and mapping the changes in such way that their implementation can be well managed.

  12. HR/OD Supporting change management – Deployment – this stream looks at a) fit for purpose policy guidelines to ensure that staff may be deployed and redeployed as necessary. b) Develop a skills assessment that is both sufficient for the task and cognisant of the potential demand for usage; c) Manage flexible deployment into the business as usual of the Council. This means a shift in attitude to something that happens as a part of everyday business. d) Develop a template and support for the greater use of occupational job families, to facilitate greater flexibility, career pathways, etc

  13. HR/OD Supporting change management – Employment Terms – this stream looks at a) Review the Council’s redundancy payment arrangements and propose an approach that is fit for the potential scale and costs associated with major change; b) Develop a defendable and fit for purpose set of selection criteria for organisational structure changes. c) Deliver an approval process for structural change that maintains the principles in the Council constitution and which is cognisant of the scale, nature and timing of change facing the Council; d) Undertake the necessary formal consultations to achieve any changes to employment conditions.

  14. Thank you Questions

More Related