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Engaging the workforce Adam Barker Local Government Association 10. 7. 2013 www. local. gov. Engaging the workforce Adam Barker Local Government Association 10. 7. 2013 www. local. gov. uk

View from employees – CIPD survey CIPD Spring 2011 Employee Outlook Survey – public View from employees – CIPD survey CIPD Spring 2011 Employee Outlook Survey – public sector results • Public sector overall job satisfaction down from 42% to 38% • For larger employers overall satisfaction was at 26% • 30% of public sector workers think its likely they will lose their jobs and are the least likely of any sector to think they’ll get a new job • 45% of public sector workers say they are under excessive pressure at work • Trust in leaders and senior managers continues to decrease www. local. gov. uk

New models of service delivery and employee engagement • “The most important point is New models of service delivery and employee engagement • “The most important point is that mutualisation of public services can work incredibly well – staff are enthused, there is more innovation, better ways of working and increased efficiency. ” • Professor Peter Marsh vice-chair of the Cabinet Office's mutual's task force

Some of the characteristics of successful social enterprises • Staff empowerment in decision making Some of the characteristics of successful social enterprises • Staff empowerment in decision making and governance • Commitment to social mission • Reduced absenteeism • Responsibility • Lower staff turnover • Enthusiasm

Why bother engaging staff who are leaving the organisation? • Well managed change sends Why bother engaging staff who are leaving the organisation? • Well managed change sends positive message to all staff • Will improve , performance, reduce costs and ultimately improve quality service delivery • Valued employees will be retained in new organisation • Council will need to work collaboratively with new organisation so engaged high performing employees are critical to an effective ongoing partnership.

Barriers to effective engagement in change process • Clear Vision developed and shared by Barriers to effective engagement in change process • Clear Vision developed and shared by Councillors and officers-Strong clear leadership-70% of major change programmes fail (CIPD) this is a critical feature of success • Managers get too far ahead of staff in the ‘marathon’ of change • Clarity • Communication • Link short term action to long term vision

Resistance to change is a natural human response • Beckhard’s law: • Dissatisfaction x Resistance to change is a natural human response • Beckhard’s law: • Dissatisfaction x Vision x Steps forward > Resistance

So what can help? An inclusive approach Explain Respon d Successfu l Change Listen So what can help? An inclusive approach Explain Respon d Successfu l Change Listen Ask Help people feel involved in and responsible for aspects of the change

What works? An individual approach MOVING ON DENIAL ACCEPTANCE ANGER & BARGAINING • Clear What works? An individual approach MOVING ON DENIAL ACCEPTANCE ANGER & BARGAINING • Clear explanation for change and a vision of the future • Don’t take • Allow others criticism to take personally! responsibility • Be patient and control pay attention • Encourage • Discuss and coach implications • Exchange feedback • Encourage risk-taking • Prepare to move on Adapt your leadership to what individuals need from you at each point of their change journey

Key messages for successful engagement • Ensure spin out proposal is viable and well Key messages for successful engagement • Ensure spin out proposal is viable and well thought through-internal mechanism for evaluation-What are you selling + who will buy? • Consult early with staff and TU’s • Listen + adapt • Identify concerns and respond • Be Honest • Promote opportunities

Why do it ? • Margaret Elliot OBE • Founder Sunderland Home Care • Why do it ? • Margaret Elliot OBE • Founder Sunderland Home Care • “Workers are valued and feel part of the organisation; people participate and are listened to. They have an actual stake in the organisation which in return ensures commitment, commitment!” leading to high quality service provision