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

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

1 Dr. Lucy Fallon-Byrne April 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 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

6 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


8 8 Culture which engages and empowers staff Commitment to change innovation and improved customer service Achieve benefits for staff, customers and the DSP organisation Objectives

9 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).

10 10 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

11 Engagement and Innovation Structures

12 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

13 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)

14 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

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

16 Question ? To a substantial degree, managers now get it and do not have to be persuaded that the quality with which they manage the workforce has strategic impact. (Becker & Huselid, 2006)

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