PPMA National Service Debate at CIPD Conf 8 Nov 2012 - Stephen Taylor

Leading Public Service TransformationManchester 8 Nov 2012

Your job Stephen Taylor

Stephen Taylor

New?

“A cardinal principle escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.”

Stephen Covey

Role of HR?

Recruit, retain and motivate the staff

necessary to deliver the business strategy

Role of HR?

Recruit, retain and motivate the staff

necessary to deliver the business strategy

Drive sustained high performance

Sumantra Ghoshal

Tough:stretch, discipline

Sumantra Ghoshal

Tough:stretch, discipline

Tender:trust, support

Four kinds of culture: 1. Fragmented

Neither tough nor tender

Four kinds of culture: 1. Fragmented

Neither tough nor tender

Characteristics

Weak corporate ambitionAllegiance to profession, function, department or locality at expense of the organisation as a wholeSurvive/prosper by aligning with the strongest group

Four kinds of culture: 1. Fragmented

Neither tough nor tender

Characteristics

Weak corporate ambitionAllegiance to profession, function, department or locality at expense of the organisation as a wholeSurvive/prosper by aligning with the strongest group

Symptoms

Patchiness/variabilityPower struggles, internal politics‘Highest common factor’ decisions

Four kinds of culture: 2. Smug

Tender but not tough

Four kinds of culture: 2. Smug

Tender but not tough Characteristics

Muddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the clique

Four kinds of culture: 2. Smug

Tender but not tough Characteristics

Muddled/complacent ambitionOver-concern with employee contentment/wellbeingSurvive/prosper by being in the clique

Symptoms

Tolerance of mediocre standards and poor performanceDismissive of new ideas and external challenge‘We’re all right Jack’ attitude

Four kinds of culture: 3. Brutal

Tough but not tender

Four kinds of culture: 3. Brutal

Tough but not tender Characteristics

Unrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/woman

Four kinds of culture: 3. Brutal

Tough but not tender Characteristics

Unrealistic/unjust performance demandStrong sense of hierarchySurvive/prosper by being the hard man/woman

Symptoms

Witch hunts, blameStiff, formal internal relationshipsFear, anxiety, stress, burn-out

Four kinds of culture: 4. Adaptive

Tough and tender

Four kinds of culture: 4. Adaptive

Tough and tender

Characteristics

Bold but credible ambitionValues-driven Survive/prosper through your contribution to the team

Four kinds of culture: 4. Adaptive

Tough and tender

Characteristics

Bold but credible ambitionValues-driven Survive/prosper through your contribution to the team

Symptoms

Open, honest, fun Outward-looking and future-orientedHigh and focussed investment in people

high

Toughstretch, discipline

Tendertrust, support

Ghoshal model

3. Brutal

1. Fragmented 2. Smug

4. Adaptive

low

high

low high

high

Toughstretch, discipline

Tendertrust, support

Ghoshal model

Brutal

Fragmented Smug

Adaptive

low

high

low high

1. ?2. ?3. ?4. Criteria for recruitment, promotion, dismissal5. Formal and informal socialisation6. Recurring systems and procedures7. Organisation design and structure8. Physical workspace9. Stories and myths about key people and events10. Values statements, charters, creeds, ethics codes

Ed Schein, MIT

What determines how organisations behave?

1. What leaders pay attention to, measure, reward and control2. How leaders react to critical incidents3. Employees imitating their leaders4. Criteria for recruitment, promotion, dismissal5. Formal and informal socialisation6. Recurring systems and procedures7. Organisation design and structure8. Physical workspace9. Stories and myths about key people and events10. Values statements, charters, creeds, ethics codes

Ed Schein, MIT

What determines how organisations behave?

HR’s dangerous agenda!

1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour

HR’s dangerous agenda!

1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour

2.Hardwire the intended culture into the framework of the organisation

HR’s dangerous agenda!

1.Build the self-awareness and leadership capacity of the senior group and challenge inimical behaviour

2.Hardwire the intended culture into the framework of the organisation

3. Design the future organisation and plan the journey to it

“A withered and castrated remnant of what used to be a vigorous and independent part of British life”

Ferdinand Mount ‘The New Few’, Simon & Schuster 2012

Heseltine

- Devolve £50 billion of public spending

- Unitary local government

- More mayors

- Pay private sector levels for necessary skills (3x)

- ‘Mobilise the skills of provincial England’

The challenge now for councils

1.See a new role and model for doing business

The challenge now for councils

1.See a new role and model for doing business

2.Get to it with the left side of the brain: ie comprehend it

The challenge now for councils

1.See a new role and model for doing business

2.Get to it with the left side of the brain: ie comprehend it

3.Get to it with the right side of the brain: ie want it

What’s the new role?

‘deficit’is a bottomless pit

No amount of further belt-tightening will close the gap

National government won’t solve the problem

What’s the new role?

What’s the new role?

1.Better to address the whole, not just the presenting issue

What’s the new role?

1.Better to address the whole, not just the presenting issue

2.Better to prevent than to cure

What’s the new role?

1.Better to address the whole, not just the presenting issue

2.Better to prevent than to cure

3.Economic growth reduces demand on public services

What’s the new role?

1.Better to address the whole, not just the presenting issue

2.Better to prevent than to cure

3.Economic growth reduces demand on public services

4.Strong communities are a foundation for the above

What’s the new model?

What’s the new model?

Concern with all outcomes for the place

What’s the new model?

Concern with all outcomes for the place

Mobilise all available means to the goal

What’s the new model?

Concern with all outcomes for the place

Mobilise all available means to the goal

Commission the strengthening of communities

What’s the new model?

Concern with all outcomes for the place

Mobilise all available means to the goal

Commission the strengthening of communities

Provide services Make connections

Making connections: three levels

Involve staff in improving

services

Level 1

Making connections: three levels

Involve staff in improving

services

Involve citizens in reshaping services

Level 1

Level 2

Making connections: three levels

Involve staff in improving

services

Involve citizens in reshaping services

Build communities to reduce the need

for services

Level 1

Level 2

Level 3

Inside the box Leader/Cabinet as tellers of the story for the place

Ward councillors as catalysts of stronger communities

CMT as a team of programme commissioners

Officers with a new set of skills and behaviours

Left brain

Epidemiology

Social media

Contract design

Programme evaluation

Unit costing

Joint ventures

Scenario planningR&I

Community assets

Right brain

Dissolve professional boundaries

Think corporate, not service

Put the team first

Look ahead, act strategically

Involve the citizen

Search for new ideas

The journey

- What’s the story?- Big bang or slow evolution?- What level of effort is needed?- Stick or carrot?- Structural change?- Who’s on the bus and who needs to go?- Will members play ball?- What is a reasonable timescale?- How do we know we are succeeding?- How can we take staff with us?- How to cope with the personal wear and tear?

Ask the question!

Where do we want to be in five years and how will we get there?

“Only connect the prose and the passion, and both will be exalted, and human love will be seen at its height. Live in fragments no longer.”

E M Forster, Howards End, 1910

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