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

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Thank you!

Kate Guthriekate.guthrie@gpa.gov.uk

8

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)

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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

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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