Transcript HSE Presentation - Joyce Rigby-Jones

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Joyce Rigby-Jones BA. Mod, FCIPDRigbyJones BA Mod, FCIPD
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Honours Degree, Psychology, Trinity College Dublin
Behavioural Psychologist/Senior Child Care Worker
Fellow of Chartered Institute of Personnel and Development, CIPD
Human Resources positions (Ireland and International),
Ericsson, Glaxo Wellcome, Marconi,
Nabi Biopharmaceuticals, Norwich Union International etc.
HR Consultant 2006 – present
Currently Partner in Voltedge Human Resource Consulting
Honorary Secretary, CIPD Ireland
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Voltedge HR Consulting
Voltedge - created by two highly regarded HR Professionals, over 35 years
experience in the People Management in Ireland and internationally.
Voltedge - all sectors , customised services, SME and larger organisations
Voltedge a comprehensive consulting service
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full outsourced HR services,
strategy and management development,
private and public sector HR support,
performance management and best practice advice.
Leadership advice and development
Voltedge Start-up suite of services (incubation centres eg: Nova UCD)
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Housekeeping
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Working lunch at 12 noon
Mobiles/pagers off/on silent
Break at 1.30PM for 10 minutes
Interaction/participation
Your attention and input
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Our focus today:
 Current HR issues for HSE West
 Practices and Trends, employment legislation update
 Leadership trends
 Summary and actions
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Successes!
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Absenteeism project
Letterkenny Hospital – crisis management excellence
Pro-active, not reactive – pilots for reform within HSE
Driving performance management culture (PMDS)
Engaged and empowered
Constantly changing …..
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Irish Times,
rd
23
January 2014:
 The HSE has established a new assurance group aimed at assisting managers in
the health services
 Maximise savings under the provisions of the Haddington Road agreement
 ‘Significant enablers and provisions’ to extract savings and reduce the overall cost
base
 ‘Review current service delivery model to ensure that managers are making the best
use of provisions’
 Details include work practice changes, systematic reviews of rosters, skill mix and
staffing, additional working hours, increased use of redeployment
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Current Issues
CRC legacy
Haddington Road Implementation
Increase services, decrease spending...
Savita Halappanavar legacy
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Practices and Trends – news from
the Courts
• Return to High Court Injunctions - Kelly vs Minister for
Agriculture
• Bullying and Harassment- still alive and well – Browne v
Minister for Justice
• Returning to work after maternity – offer of similar employment
• Fixed term contracts in the Public Sector – Arts Council v
Harte, HSE v Sallam
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Capability and Sickness Absence
• HSE West excellent work on absenteeism
• Fair termination where there is no suitable alternative
employment on return to work (Reardon v St. Vincent’s
Hospital)
• Showing a ‘need’ to dismiss - McGrane v the Mater Private
Nursing Home
• Annual leave entitlement when on long-term illness
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Reform in Workplace Relations
Vision: To deliver a world-class workplace relations service
that serves the needs of employers and employees and
provides maximum value for money
• Early Resolution Service (ERS)/Mediation
• Eliminate multiple cases ‘forum shopping’
• Mediation –being embraced by public and private sector
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European Issues
Work-related Emails:
• German Labour Ministry ban on managers phoning or
emailing employees out of office hours except in
emergencies
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Social Media
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Pre-employment background checks
Use of Facebook, LinkedIn Blokker case 2012
Bullying and harassment on-line
Twitter
BYOD (bring your own device)
Employee Handbook Policies
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Whistleblowing
• Protected Disclosures Bill, 2013
• Fallout from PAC?
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Consider
• Business and healthy employees
• Implementation of redundancy and sick pay
programmes
• Engaging with employees – management training
• Performance management – consolidating to lower
levels
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“Leadership is the art of getting someone
else to do something you want done
because he wants to do it”.
– Dwight Eisenhower
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Trends
• Coaching – key leadership development tool (both internal
and external coaches Public/Private) – choice
• Bullying- not the usual profile anymore
• Diversity- female representation at senior level (IOD
report)
• Develop our people and maximise their capabilities
• HR is core to the transformation process
• Information/Communication/Consultation/Transparency
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LEADER COACHING PROCESS
ALIGN
with the
organisation
ASSESS
coaching
effectiveness
Coach
choice/fit
ACCELERATE
performance
DESIGN the
Coaching Plan
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How Leaders Drive Workforce
Performance
Right Management (international organisation)
Survey on Engagement of >28,000 employees
Across 15 countries globally including public sector
Results:
 Significant correlation between leadership and employee
engagement
 However …. Less than half of nearly 30,000 employees rated
their immediate managers and senior leaders as effective
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Leadership Development Trends
(Private Sector)
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Corporate Governance
360 degree feedback
Personal/Professional development
Dynamic business strategy/financial acumen
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Top 10 Engagement Drivers:
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Work processes
Learning and development opportunities
Culture
Senior leaders
Communication
Structure, roles and capability
Recognition and reward
Customer focus
Strategy
Immediate Managers
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Engagement Drivers for Senior
Leadership
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Value Employees
Lead by Example
Have the capability to make my organisation successful
Are visible to employees
Encourage feedback across the organisation
Ensure that projects are completed
Behave consistently with organisation values
Communicate effectively about change in organisation
Implement change effectively in organisation
Respond appropriately to changing external conditions
Make decisions consistent with organisation’s strategy
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Best Practice Recommendations
Senior Leaders
– Show that you value employees
– Have a strategy reflecting core values employees can
identify with
– Implement the organisation’s strategy effectively
– Communicate strategy to employees clearly
– Implement organisational change effectively
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Best Practice Recommendations
Immediate Managers:
 Facilitate discussions with employees about their career
 Help employees understand the link between the work they do and the
strategy
 Provide employees with the support they need to do their jobs well
 Manage work processes effectively
 Focus on developing people
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Future developments………….
• Think big, Act ‘small’
• Women progressing at senior levels
• ‘Fitness for growth’ – how do we know
what to do when the economy and purses
start easing? (Booz 2013 Fitness for Growth Report)
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‘Fit for Growth’?
• Clear correlation between the Fit for Growth
Index and market performance (Booze report 2013)
• High-performing organisations tightly link their
growth and cost agendas
• Few companies are ready to grow
• Companies fall into set of 5 archetypes with
common characteristics
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Strategy & Way to Grow
Strategic Clarity and
Coherence
Resource Alignment
Supportive
Organisation
• Clearly articulated and
coherent strategy
• Sustainable
capabilities for growth
• Presence in critical
product, market and
customer segments
• Lean cost structure in
low-criticality areas
• Proactive and tailored
cost reduction actions
• Systematic
investments in
differentiating
capabilities
• Organisational structure
that is tied to the basic
characteristics of the
business
• Coherent and supportive
incentives, smart
decisions, skill sets,
culture
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Most Important Drivers of
Performance
Strong Impact Items
Starting Questions for Managers
Strategic Clarity:
Coherent Strategy
Is the strategy reflected in a clearly stated
list of organisation-wide strategic priorities?
Is the strategy well-documented?
Resource Alignment:
Systematic Investments in differentiating
capabilities
Is there an objective and disciplined
resource allocation process that focuses
on strengthening differentiating
capabilities?
Supportive Organisation:
Speed and Decisiveness in response to
market or internal challenges
Does the organisational structure enable
nimble governance?
Are mechanisms in place to enable crossbusiness unit collaboration?
Is the organisation efficient, flexible and
lean?
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5 Different Styles –
Which fits us?
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‘Strategically adrift’
‘Distracted’
‘Capability Constrained’
‘In the Game’
‘Ready for Growth’
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Actions from this meeting
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Haddington Road continued implementation
HR initiatives
Leadership progress
Piloting future projects
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Thank you for your time and
input to this session
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