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Alicia dela Rosa-BalaChairperson
Civil Service Commission Philippines
Kate GuthrieSmarter Working Programme
Director and Deputy Director for Workplace Experience
Government Property AgencyUnited Kingdom
Lisa DodmanChief People Officer
Unit4
Anthony GattPermanent Secretary
Ministry for Energy and Water Management
Malta
Michael KeenanDeputy Minister of Transport Canada
Canada
Managing a distributed workforce
Tuesday 21 July 2020, 15:30 UK Time
SPEAKERS
Kate Guthrie
21 July 2020
Managing a Distributed Workforce
2
Our Mission
To create great places to work forcivil servants, enabling them to deliver excellent public services, and to feel valued for the brilliant work they do on behalf of the public
3
Moving to a distributed workforce
4
• Agree your principles and procedures – a team charter
• Create your common purpose• Ensure clear roles, responsibilities
and authority• Parity and transparency• Regular reviews
• Ensure the right tools are available• Create appropriate support
channels• Build cultural awareness• Focus on learning and development• Instill an inclusive ethos
• Discuss your styles and personalities
• Agreed and varied communication channels
• Build team relationships and social opportunities
• Prioritise 1-2-1 time• Recognise a mixed economy
• Be clear on priorities• Streamline processes• Establish feedback loops• Be flexible & agile• Be change responsive and resilient
Managing a distributed workforce – key considerations
Tru
st
Co
nn
ect
ion
s
Ro
adb
lock
s
De
live
ry
Flexibility and choice of workplace - home, near home, office supported by interoperable ICT
5
Our learning so far
• We have seen that more working at home is possible • Productivity has not been negatively impacted • For many people, there are benefits of more working from home - but it
doesn’t work for everyone• There needs to be a real focus on wellbeing and inclusivity• There is still an important role for the office to play • We need solutions that are more resilient• Choice and flexibility is key• It’s obvious but, managing distributed workforces takes effort, investment
and strong leadership
6
Office
Near Home
Home
Looking to the future• More choice on where to work
• A hybrid model - office, home, near home
• Workplaces to suit role and activities
• Improved interoperability
• A focus on:
• Community
• Collaboration
• Creativity
• Caring
• The importance of resilience
• Support growth across the UK / “Levelling Up”
• Staff engagement, wellbeing and retention
• Transforming the Civil Service
Interoperable ICT
7
Managing a Distributed WorkforceJuly 2020
Our Journey of Change – paving the way for new ways of
Working & Thinking!
#3 - Building and
maintaining our offensive
and defensive strategies
#4 - Re-entry to
a better normal
– People First
#1 - Controlling
the crisis
#2 - Keeping our people
mentally, physically and
socially fit whilst
maintaining engagement
#4#2#1 #3
Managing a Workforce in remote change
Manager Skill
Acceleration
Expectation
Management
Journey Outcomes
– Learnings so far
Phased Office
Openings
✓ Office Opening phasing
aligned to the needs of
our people
✓ 30% Capacity per office
✓ Booking Tool Go Live
✓ Crisis brings opportunity
✓ Productivity gains – 12% rise
✓ Multi tasking at its best
✓ Listening to our People
✓ Trust & Empathy
✓ Change brings mindset
adjustments
✓ Greater Employee, Customer
& Partner connection
✓ Leadership Development
Training
✓ Mentoring Skills
✓ Empathy & Resilience
✓ Trust in your people
✓ Engagement Leaderboard
✓ Culture shift
✓ Collaboration spaces of
the future
✓ Freedom to Work
✓ Trust is the driving force
of our values
✓ Innovation driven by
flexibility
✓ Enabling our people to
have a voice
✓ Engagement at our core
Engagement Pulsing - the path to changing the norms of
the past!
Genuine transformation is
achieved through the every
day, not the once a year
temperature check!
Trust, Empathy and Freedom are
the key to enabling true
Empowerment!
A Better Normal – the future world of work
Collaborative
Connected
Fun
NetworkingInnovation
Flexible
Managing a Distributed Workforce
Presented by Michael Keenan, Deputy Minister of Transport Canada
Global Government Forum (GGF)
Transport Canada
15
6,200EMPLOYEES
NATIONWIDE
50%NATIONAL
CAPITAL
REGION
Ottawa
(National Capital Region)
The Tools
DESKTOP COMPUTERS
TO MOBILE DEVICES
LANDLINES TO
SMARTPHONES
INVESTMENTS IN
ONLINE SERVICES
IMPROVED
NETWORK / BANDWITH
ONLINE COLLABORATIVE
TOOLS (MS TEAMS)
17
Active Management and Open, Ongoing Communication
1:1 Touchpoints
Management and staff
Group Meetings
Team meetings and
all staff sessions
Information Hub
TC COVID-19 Website
Check-in
Surveys for feedback
Ongoing Communications
Start of Week Mid-Week End of Week
Message to Staff
from Deputy Minister
Message to Managers
from Assistant Deputy Minister,
Corporate Services and
Chief Financial Officer
All employees
receive general
update email
18
Two-thirdsof employees
reported feeling
great or good,
despite difficult
circumstances
as a result of
the COVID-19
pandemic.
Survey Results
6,200EMPLOYEES
NATIONWIDE
3,800RESPONSES
IN MAY 2020
2/3
NOTE: Second employee survey to
be conducted in August 2020 to
compare against May results.
ANTHONY GATTPermanent Secretary
transition towards remote working
transition towards remote working
CULTURE CHANGE
transition towards remote working
FEAR OF THE UNKNOWN
transition towards remote working
FOCUS
transition towards remote working
FOCUS
transition towards remote working
High level working group
Permanent Secretary
CIO
HR Manager
Employee well being
Permanent Secretary
CIO
HR Manager
Employment Conditions
Permanent Secretary
CIO
HR Manager
IT preperedness
Permanent Secretary
CIO
HR Manager
WAY FORWARD
transition towards remote working
Thank you
