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REDUCING HEADCOUNT WITHOUT REDUNDANCIES...... and maximising performance while we’re on. Dave Rippon Head of Organisational Development.

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Presentation on theme: "REDUCING HEADCOUNT WITHOUT REDUNDANCIES...... and maximising performance while we’re on. Dave Rippon Head of Organisational Development."— Presentation transcript:

1 REDUCING HEADCOUNT WITHOUT REDUNDANCIES and maximising performance while we’re on. Dave Rippon Head of Organisational Development

2 We don’t hire robots! OR

3 2+1=5

4 MASS REDUNDANCY Options Appraisal V Certain Simple Medium/Long Term Savings Short Term Cost Morale (local context) Impact on City Keep people with us - transformation agenda Leadership Commitment Values

5 REDEPLOYMENT Options Appraisal V Move people relatively quickly Minimises redundancy Needs a lever (redundancy) Negative (push not pull) Historically Problematic (managers and employees) Square pegs in round holes

6 INTERNAL JOBS MARKET Options Appraisal - What else? More Challenging Utilises Turnover - External Recruitment Freeze ‘Pulling’ not ‘Pushing’ Round Pegs - Round Holes Personal Strengths - Add Job Knowledge

7 Eugene Burke (after Geert Hofstede) Model of personal change More resistant to change Less resistant to change Cognitive Ability Personality Values Beliefs Skills Knowledge Experience

8 Price’s law: 50% of creative output from n Job Type-1 standard deviation Average performer +1 standard deviation Un/Semi- Skilled - 19%100%+ 19% Skilled- 32%100%+ 32% Managerial/ Professional - 48%100%+ 48% PEOPLE AND PRODUCTIVITY Schmidt and Hunter Plus: leadership, development, engagement

9 Automated matching Job profile Shortlist for interview Individual profile Produces INTERNAL JOBS MARKET - PROCESS Web-based assessment adaptive, tailored framework, ability and personality Managers consider job requirements

10 Jobs fairs Restructure consultation briefings Regular manager briefings Multiple access points Union learning reps Recruitment consultants Trade unions , intranet, jobs circular Communications Champions Communication and Support

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12 Development Opportunities Prioritised for permanent jobs SWITCH SWITCH - Process Temporary Roles One-to-One Support Career Sage Volunteered (“pull”) Displaced (“push”)

13 Play and Family Learning Performance Management Travel Administrator Leadership Development Coaches Gull Culling Customer Service Strategic Land Management Personal Advisor (learning disabilities) Family Support Health Strand Co-ordinator Asbestos and Legionella Business Improvement SWITCH Projects Currently 164 on project

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15 Agency Overtime Early Retirements Flexible Working Temporary Staff Secondments Foster Carers BYOB

16 Lessons Learned

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24 QUESTIONS?


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