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 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 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 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 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 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 Vision x Steps forward > Resistance
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 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 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 • “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
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