Presentation on theme: "Department of Social Protection, Ireland"— Presentation transcript:
1Department of Social Protection, Ireland Dr. Lucy Fallon-ByrneApril 2013
2Department of Social Protection is undertaking a four year transformation programme … 20112015
3Context: Launch of new integrated service … Our fist job though is to engage with the people of the live register and to work with them to help them, build their capabilities and put their best foot forward. – And that job is at the heart of the new intreo service. - Where unemployed people are seen as clients not supplicants, where our role in the Dept is seen as service not bureaucracy and in which the relationship between us is based on a social contract of rights and responsbilities. We will pay people an income support, we will help them to get back on their feet, we will, with your help, introdcue them to prospective employer but in return they have to keep their side of the bargain and work with us as we help them to help themselves, they must prepare a personal progression plan, they must attend regular meetings with us, they must take up any reasonable offer of training, or work placement - otherwise their payment will be reduced or even stopped.
4Context Major transformation programme underway Integration of services and merger of three separate organisationsPathways to work, ambitious policy agendaUnprecedented increase in demand for Department’s servicesNew integrated and enlarged organisation of 7,000 staffStaff Survey: Engagement and involvement key elements of the action plan in response to the staff surveyEngagement workshop : programme based on recommendations from one-day workshopOrganisational change and development programmeEngagement and innovation programmeCulture and values review
5Culture and Values Review Review and clarify the organisation’s values and cultureIdentify and agree core valuesUnderstand and define our culturePut the organisation’s core values at the heart of everything we doOur shared beliefs and values that guide the way we think and behaveThe personality and character of the organisationWhat we do when nobody is looking
6The culture iceberg Trust Commitment Discretionary effort Transfer of functionsChange agendathe tip of the icebergPublic sector reformTransformation agendaIntegration of serviceTransformation newsTransformation seminarsCulture changeDiscretionary effortEngagementLocal knowledgeWell-beingPrideInvolvementTrustAcceptance of changeIdeasInternalisingchangePartnershipCommitmentLocal initiativesEmpowermentRespectInnovationTacit knowledgeJob satisfaction66
8Objectives Culture which engages and empowers staff Commitment to change innovation and improved customer serviceAchieve benefits for staff, customers and the DSP organisation
9Engagement 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 opportunityPositive 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).
10Working Model Engagement inputs Commitment and involvement of staff Benefits /OutcomesStaff, customers and DSPEmpowerCommunicateCommitmentEffortChange and innovationImproved work experienceEnableWellbeing and job satisfactionEncourageEngagementEnjoymentCreativityImproved customer service
12Strategic Leadership Team (SLT) Provides leadership and directionOversight and evaluation role to ensure Programme adds valueChaired by the Secretary General5 Management Representatives8 Union Representatives3 staff members
13Regional Leadership Teams (RLTs) Headquarter Leadership Teams (HLTs) 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
14Project 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
15Next Steps………..Continue communication with all staff and put information on STÓR intranet site
16Question ?‘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)