Action Planning Workshop: Maximizing Engagement and Driving Positive Change

2. Introductions

3. Objectives • Ensure you aware of the four Key Steps of action planning. • Understand the NHSBT Your Voice Pledge. • Know everyone’s role in action planning. • Know how to broadly facilitate an action planning workshop/session. • Know that everyone can do action planning, even if its just continuing with what’s already happening. This session will NOT: • Teach you how to review your report or helping you to interpret your data.

4. Reports • 366 Reports • Centre Reports (Including Blood Donation, Excluding Blood Donation) • Bespoke Reports • Directorate Reports • National Report • SMT Reports • Location: G Drive: G:\001 National Share\001 Everyone\Your Voice Reports 2016 • OR http://peoplefirst.nhsbt.nhs.uk/your-voice-our-action.htm

5. Actions 40%believe that action will be taken on problems identified in the survey (-6 vs the Public Sector benchmark norm). 28% disagree that action will be taken. What are the barriers to action planning?

7. 4 simple steps to success STEP 1. STEP 2. STEP 3. STEP 4. EXPLORE CREATE PLAN ENERGISE Look through your team’s feedback Identify some key areas for focus Explore the root causes Build your vision for success Encourage creative ideas Create a plan for quick wins and long term goals Empower and enable team members to make the change Review progress and communicate regularly Adapt your plan but retain your vision for success INVOLVE EMPLOYEES THROUGHOUT

8. Keep it simple for leaders/managers 10% CREATE new plans As a rule of thumb, effort required for an organisation to drive the required change follows a 70/20/10 principle: 70% continuation of current practices 20% adaptation or refinement of current practices 10% creating new initiatives There’s no need to re-invent the wheel! 20% ADAPT current plans 70% CONTINUE with current plans

9. Explore employee’s feedback STEP 1. EXPLORE navigating your report draw up some initialfocus areas BEWARE! SOME common pitfalls

10. navigating your report 4. 5. 1. 2. 3. CONSIDER THE CONTEXT… What was happening in the lead up to the survey? LOOK THROUGH THE ‘ABSOLUTE SCORES’ What’s the level of engagement? What are the top 5 highest/ neutral/ negative scores? MAKEUSE OF THE COMPARISONS Where are the biggest differences? How are we comparing to the benchmark? IDENTIFY THE KEY DRIVERS OF ENGAGEMENT How are we performing on the drivers of engagement? IDENTIFY AREAS FOR FOCUS… What are you going to celebrate and focus on improving?

11. BEWARE! some common pitfalls Looking at the results in isolation Focussing onlyon the lowest scoringquestions Only considering positive scores Not focussing on what is goingto improve engagement Not using the results as thestart of a conversation… Forgetting to celebrate strengths

12. effective team sessions: 01. Outline tone and objectives STEP 2. 02. Share and explore feedback CREATE 03. Build a vision for success 04. generate ideas for solutions 05. consider existing activities 06. Prioritise high impact areas

13. 01. SETTING THE TONE WITH YOUR TEAM PLAN YOUR SESSION SET OUT YOUR INTENTIONS SET THE TONE Set aside at least 30 minutes for the meeting. Long enough to have a good conversation Why you are holding the session; you are keen to discuss the survey results, hear their ideas and involve everyone in creating the plan of action. Open and honest; it is critical that employees feel they can share their ideas and feedback openly. Create the right environment for conversation. A big group will need to break up for good discussion This isn’t a one off; sessions and conversations like this shouldn’t only happen after the survey, building a regular forum for discussion and feedback will enable continuous improvement, through taking action. Solutions focussed; whilst feedback is key, this should lead to action and change. Everyone in the team is responsible for encouraging this. Plan your follow-up; what will the next steps be? How will you get together regularly to talk through progress and reflect on success?

14. 05. consider existing activities Before finalising what actions your team are going to take, remember to consider activities and initiatives that are already in progress or are coming up soon. Aligning your plan for action with existing activities is more efficient and will mean your plan is more realistic. Are there any planned/in progress activities that may have an impact on our vision? Are there any we need to protect and strengthen? Do we need to adapt them to meet our vision for success? Are there any we need to stop or mitigate to meet our vision for success?

15. Example Action Planning • Discussion (open) in a clear and concise manner • Facilitated Workshop • To do this: • Need lots of post its • Whiteboard, flipchart and markers • Stickers to rank, prioritise. • Any pre reading, including your report. • Dedicated facilitator with the objective of ascribing consensus. • ALL of the correct stakeholders in the room. • Disclaimer: for EXAMPLE purposes only.

16. Clustering Exercise Never enough time Dysfunctional Team Career Development Conversation Work Life Balance Management Scores Low Lunch Breaks Micromanged Poor Communication Don’t feel listened to

17. Clustering Exercise- Cont. Time Management Management Capabilities Lunch Breaks Never enough time Career Development Conversation Dysfunctional Team Work Life Balance Micromanged Don’t feel listened to Management Scores Low

18. Example Facilitated Workshop – Symptom, Cause, Action Symptom Cause Action Time Management Lean Host more 1-2-1s Team Building Session Managers New Manager Entered Team Open Discussion

19. Example Facilitated Workshop, Modifying Existing Actions Problems Existing Plans Modification Time Management Hosting Monthly Feedback Meetings Diversifying Meeting Updates Managers Host Roadshow Feedback Session

20. Example Facilitated Workshop, Prioritising Actions Impact if not Implemented Feedback Session Team Building Session Host more 1-2-1s Diversifying Meeting Updates Open Discussions Effort

21. Facilitated Session Management Increased Disparity Poor Communication Scores New sessions Management Not hosting team talk Always mobile No access to computers Technological Access

22. STEP 3. 01. Creating a plan PLAN 02.Some common pitfalls when designing a plan for action

23. Possible Action Plan

24. 01. Creating a plan 3 Following your team session, you will be armed with lots of great ideas and a clear direction of what actions and improvements need to take place. Now you can create your structured plan for action. Remember, the most important thing is that your plan is achievable, so avoid taking on too many actions and adding more to your to do list. Communicate your plan with your team as soon as possible. This can then form the basis for reviewing and adapting the plan with your team in subsequent communications. There are many ways to design a plan for action, including the SMART framework. We have an even simpler template, available at the back of your report. is the magic number. Don’t try to take on too many actions, keep your plan realistic.

25. 01. RECAP ON SMART target a specific action for improvement and be as clear as possible in defining the action, including who is responsible make sure you can identify success and what it means to have completed the action (how you know its accomplished) actions should be realistic and within the span of control; we’re talking about small adjustments (attainable), not revolutionary commitments should be relevant to the team, so make sure a conversation is had to ensure that you action what matters the most actions should be achievable within the given timeframe although some may take longer SPECIFIC MEASUREABLE ACHIEVEABLE RELEVANT TIMEBOUND

26. 02. Some common pitfalls when designing a plan for action Forgetting to communicate or communicating badly Not aligning action to BAU and other objectives Unrealistic and vague goal setting Too many actions! Action planning in isolation Not involving the right stakeholders Taking a short term view

27. Enabling change to happen: STEP 4. ENERGISE 01. reinforcing the change 02. communicate, communicate, communicate 03. reach out and find support 04. Don’t be afraid to adapt

28. 01. reinforcing the change Consider ways that you as a manager can encourage the behaviour changes that underpin the success of your plan for action. Identifying and mitigating any barriers for achieving the behaviours you’re striving for (e.g. processes, ways of working, competing priorities) Spontaneous recognition for employees that demonstrate the behaviours you’re striving for Encourage employees to share when improvements have been made, and how they achieved this

29. 02. communicate, communicate, communicate 01. Do the Survey 02. ‘It is impossible to over-communicate in the context of change’ / Kotter / Communicate Results Ensure you establish communications channels and forums where your plan for action will be discussed. We recommend a monthly update on progress, and a quarterly review and reflection on whether the plan for action needs to be adapted. Even if you feel there hasn’t been any progress on the plan, continue to provide an update to ensure employees feel this is still front of mind. 06. Communicate Improvements 03. Agree Actions 05. Take Action 04. Communicate Actions

30. 03. reach out and find support Don’t feel you need to do this all on your own, it is far better to share ideas and experiences with your peers. Use any opportunity to collaborate with your peers throughout the process (the 4 simple steps)and in how to embed and energise your plan for action. Also if you find something particularly effective, why not share that with your fellow managers. NO MANAGER IS AN ISLAND!

31. 04. don’t be afraid to adapt ORGANISATIONAL CHANGE IS NOWA PART OF EVERYDAY LIFE. Whilst it’s important to set goals and objectives, research shows that if managers are too rigid on sticking to these goals throughout change, this can lead to problems. Keeping your vision for success in mind, don’t be afraid to veer off track from your plan of action and adapt as you go along. Ideally, discuss this with your team so they can give you feedback on what is and is not working.

32. Recap: 4 simple steps to success STEP 1. STEP 2. STEP 3. STEP 4. EXPLORE CREATE PLAN ENERGISE Look through your team’s feedback Identify some key areas for focus Explore the root causes Build your vision for success Encourage creative ideas Create a plan for quick wins and long term goals Empower and enable team members to make the change Review progress and communicate regularly Adapt your plan but retain your vision for success INVOLVE EMPLOYEES THROUGHOUT

33. Your Voice Road Map Board Sign off Reports 18 Jan 31 Jan • This will allow the Directors to distribute them via the SMTs • 366 Reports in Total • 1 including and 1 excluding Blood Donation • 1 Report per directorate • 1 Report per team of 6+ respondents • + Bespoke Action planning session at Senior Leaders Forum 25 Jan 1stwk Feb Feb Reports become available on the G drive Reports to be E-Mailed Directors 2017 -2018 • If you think you are missing a report you can contact HR Direct SMTs to discuss reports and potential actions end Mar mid Feb Apr onward Ongoing action planning end Feb Local action plans to be posted on notice boards Reports to be shared at Staff Partnership Committee Meetings and other relevant partnership forums. PDPRs begin • Action planning can be a component of the PDPR process All Team Managers should have discussed their reports with their Line Manager and planned their action planning

34. Final Resources • Attachments: • Action Planning Template • Centre and Directorate Reports: PeopleFirst • You may Contact HR Direct for any Queries about obtaining your reports or if you need additional support in your action planning. • Contact myself, Graham Bowditch at x 87764

35. What should I do now? • Don’t do nothing! • If you are an………. • AD/Director • Go through your results, review at your SMT, CPC (if applicable). • Host action session for your team, suggest teams in your area host their own sessions. • Begin discussing the results widely. • Manager • Ensure you understand your survey results. • Decide if its necessary to host an action planning session. • Ensure you get the right people involved! Don’t go at it alone. • Begin discussing the results widely. • Colleague • Ensure you understand your survey results. • Suggest host action planning sessions with manager at next meeting, Team Talk or 1-2-1 if this hasn’t been done already. • Begin discussing the results widely.