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Dr. Lucy Fallon-Byrne June 2013 Department of Social Protection, Ireland.

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Presentation on theme: "Dr. Lucy Fallon-Byrne June 2013 Department of Social Protection, Ireland."— Presentation transcript:

1 Dr. Lucy Fallon-Byrne June 2013 Department of Social Protection, Ireland

2 Department of Social Protection is undertaking a four year transformation programme … 2

3 Context: Launch of new integrated service …

4 Context Major transformation programme underway Integration of services and merger of three separate organisations Pathways to work, ambitious policy agenda Unprecedented increase in demand for Departments services New integrated and enlarged organisation of 7,000 staff Staff Survey: Engagement and involvement key elements of the action plan in response to the staff survey Engagement workshop : programme based on recommendations from one- day workshop Organisational change and development programme Engagement and innovation programme Culture and values review

5 Organisational Development Programme


7 Culture and Values Review Review and clarify the organisations values and culture Identify and agree core values Understand and define our culture Put the organisations core values at the heart of everything we do Our shared beliefs and values that guide the way we think and behave The personality and character of the organisation What we do when nobody is looking

8 Transfer of functions Transformation agenda Public sector reform Well-being Transformation news Integration of service Change agenda the tip of the iceberg Acceptance of change Transformation seminars Engagement Involvement Internalising change Pride Partnership Culture change Local initiatives Trust Respect Commitment Empowerment Discretionary effort Job satisfaction Innovation Local knowledge Tacit knowledge The culture iceberg Ideas


10 Employee Engagement What is it ? Positive attitude, passion, commitment and discretionary effort Positive attitude held by the individual towards the organisation and its value (Robinson et al.,2004) Employees willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis….Engagement is about passion and commitment – the willingness to invest oneself and expand ones discretionary effort to help the employer to succeed (Perrins Global Workforce Survey, 2003) Involvement with and enthusiasm for work (Gallup )

11 Employee Engagement Why is it important? Related to performance Retention Absenteeism Productivity Profitability Customer loyalty Safety Disengaged employees miss an average of 3.5 more days per year Are less productive Cost the US economy $355 billion per year

12 Engagement and Innovation Overwhelming evidence : some examples Empowerment: Multiple studies linking empowerment-enhancing strategies with improved organisational performance including innovation performance (Spreitzer, 1995; Conway and McMackin, 1997; Read, 2000; Black and Lynch, 2004; Lynch, 2007; McLeod and Clarke, 2009; Subramony, 2009). Spreitzer (1995) conceptualises empowerment as constituting four dimensions ability, autonomy, impact and significance, the first reflecting ability and the latter three reflecting opportunity Positive relationships: Overwhelming evidence that positive relationships and encouragement from managers are very important elements of innovation climate (James and James, 1989; Amabile, 1993; Anderson and West, 1998; Shipton et al., 2006; Patterson et al., 2005; Hunter et al., 2007). Energy and vigour: Positive relationships also create greater levels of energy and vigour in organisations (Spreitzer and Sutcliffe, 2007). Vigour and dynamism are very closely linked and this allows for greater adjustment to rapid change and innovation (Bruch and Ghoshal, 2003; Cross et al., 2003).

13 Employee Engagement What to do ? Individual: Drivers Personal attributes Organisational context HR practices Managers: 5 things Align efforts with strategy Empower Promote and encourage teamwork and collaboration Help people grow and develop Provide support and recognition where appropriate Organisation: Ten things 1.Start on day one – recruitment 2.Start at the top – senior management commitment 3.Develop two-way communication 4.Give satisfactory opportunities for development and advancement 5.Ensure that employees have everything they need to do their job 6.Give appropriate training 7.Have strong feedback system 8.Provide incentives 9.Build a distinctive corporate culture 10.Focus on top-performing employees

14 14 Objectives

15 15 Empower Encourage Communicate Enable Commitment Engagement Enjoyment Engagement Enjoyment Change and innovation Wellbeing and job satisfaction Improved work experience Improved customer service Engagement inputs Engagement inputs Commitment and involvement of staff Commitment and involvement of staff Benefits / Outcomes Staff, customers and DSP Benefits / Outcomes Staff, customers and DSP Effort Creativity Working Model

16 Engagement and Innovation Structures

17 Strategic Leadership Team (SLT) Provides leadership and direction Oversight and evaluation role to ensure Programme adds value Chaired by the Secretary General 5 Management Representatives 8 Union Representatives 3 staff members

18 Provide a focus for engagement and innovation activities at Regional and HQ level. Sets up regional projects and/or nominate projects at a divisional, HQ and local level. Chaired by Assistant Secretaries covering Dublin/Leinster, South/East, North/West, HQ Client Facing, HQ Support Services, HQ Policy Areas Regional Leadership Teams (RLTs) Headquarter Leadership Teams (HLTs)

19 Project Leadership Teams (PLTs) Operate in divisions, local offices, sections and policy areas. Focus on business, innovation and staffing. Project-based and time bound. Project topics – nominated by DM/PO or by the Regional Leadership Team/Headquarter team

20 Next Steps……….. Continue communication with all staff and put information on STÓR intranet site

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