How your policies and procedures need to adapt to support new ways of working - Barry Pirie, Director of People and Business for Wiltshire County Council
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Barry talked about how Wiltshire County Council has adapted its working practices to share resource, infrastructure and facilities with the police and other local service providers. This will include the policies and procedures in place to ensure a joined-up regional approach to service delivery and other new ways of working.
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How your policies and procedures need to adapt to support new ways of working - Barry Pirie, Director of People and Business for Wiltshire County Council
- 1. New Ways of Working - Public Sector Seminar 30 June 2015 Barry Pirie Director People and Business and PPMA, President
- 2. Agenda Wiltshire Council – background Working in partnership with the police and the community Flexible working at the council The council’s workforce, recruitment and talent initiatives Questions
- 4. Start at the “start”
- 5. Culture – Customer Focus
- 9. County hall
- 11. Flexible working Joint working with Police Joint working with communities
- 12. LIVE·WORK·TRANSFO RM LIVE·WORK·EXPLORE Mark Murnane (Facilities Management Delivery Manager) and Adam Leitch (Facilities Management - Delivery Support) explain how the newly renovated buildings offer bright and airy working conditions supporting the flexible ways of working available in most service areas at Wiltshire Council. https://vimeo.com/123712746
- 13. Leadership Challenge - different skills
- 14. So what does that look like!! A strategic leader, focused on and accountable for outcomes, not processes, and which sees collaboration, accessibility and transparency as core capabilities built through ..... Reducing the complexity of organisations ..... Enhancing customers intelligence ..... Developing new business models
- 15. Skills – Local Government
- 16. Current / Future Workforce
- 17. LIVE·WORK·TRANSFO RM LIVE·WORK·TRANSFORM Wali Rahman (Senior Development Officer (Employment and Skills)) explains how the flexible ways of working on offer within most service areas at Wiltshire Council help him to work more effectively. https://vimeo.com/123713060
- 18. ICT * Easy access, anywhere, anytime * Stable platform for remote working * Intelligent (not that easy) print function * Use the modern tools available Lync Video-conferencing Sharepoint * “Do I really need to come into the office all the time??”
- 19. LIVE·WORK·TRANSFO RM LIVE·WORK·INNOVATE Adrian Hampton (Head of Local Highways and Parking Services) and his team demonstrate some of the technology that Wiltshire Council uses in order to provide the best service possible to the communities of Wiltshire. https://vimeo.com/123712749
- 21. Embodying innovation in PPMA’s work: Peer into the Future Rising Stars Apprentice of the Year
- 22. What does it look like!?
Notas del editor
- A case study from Wiltshire County Council: How your policies and procedures need to adapt to support new ways of working - Barry Pirie, Director of People and Business for Wiltshire County Council and President of the Public Sector People Manager’s Association. Barry will discuss how Wiltshire County Council has adapted its working practices to share resource, infrastructure and facilities with the police and other local service providers. This will include the policies and procedures in place to ensure a joined-up regional approach to service delivery and other new ways of working.
- A case study from Wiltshire County Council: How your policies and procedures need to adapt to support new ways of working - Barry Pirie, Director of People and Business for Wiltshire County Council and President of the Public Sector People Manager’s Association. Barry will discuss how Wiltshire County Council has adapted its working practices to share resource, infrastructure and facilities with the police and other local service providers. This will include the policies and procedures in place to ensure a joined-up regional approach to service delivery and other new ways of working.
- Unitary council formed in 2009 – 5 councils into 1 Significant efficiencies delivered Financial pressures and increased demand for services meant that we had to adopt new and innovative ways of working. We identified a need: To work differently to deliver savings and improve services To work better together within the council To work jointly with communities and our public sector and voluntary partners Aim was to maintain vital community services.
- High quality – joined up. seamless cost effective and efficient services to our customers across Wiltshire!! To deliver his we need everything we are currently doing – systems, technology, office hubs etc – but all this is delivered by our people – our staff! Something that stands out for me in this image is – we have a happy customer and a happy employee!! Great outcome! So what did we need as the bedrock in developing more customer focussed culture! – enter the Behaviours Framework!!! It’s not just what we do, it’s how we do it... Get the customer to the right person / place and fulfil their request, first time every time Put the right transactions on all the right channels, all the time Service design should always address root causes, even when it’s a “response” service. Service design should seek to increase customer and community capacity and resilience. Service design should always be fully inclusive for all our diverse customers Massive cuts in funding resulting in a smaller workforce Local authorities are re-shaping the way they deliver services VR programmes result in not necessarily the right people leaving. Loss of talent and experience. Management de-layering - senior management restructures have added pressure to middle management Restructures have happened more than once resulting in loss of morale Austerity is set to continue
- The capabilities we demand from our managers have changed. We now need our managers to have: Resilience The ability to set a compelling vision and bring others along Partnership skills and experience of collaboration with other sectors and partners More commercialism and entrepreneurial drive Innovation and risk taking skills, looking for new opportunities Advanced communication, influencing and negotiating skills Experience of commissioning and managing contracts
- So what should we focus on? Create an employer brand, being clear about our vision Embrace innovation – new ways of working, new technology Upskill our staff – commissioning skills, negotiation and communication skills Increase recruitment of volunteers to support delivery of services Develop partnerships to create efficiencies Plan for our future workforce
- But what do generation y want? Pay staff enough and then pay is not the key motivator! Greater flexibility with working hours – managers will need to manage by outcomes, not by presenteeism Employees want to choose where, when and how they want to work Great IT kit, or the facility to bring your own to work To work for an organisation with social responsibility, sound ethics and morals and a sense of purpose Employees want to have autonomy at work – the power to be self directed
- Talent pipeline
- Talent pipeline
- Peer Aspiring or existing HR Directors work as a cohort of forward thinking colleagues to look at the challenges facing the public sector and their roles as strategic leads in HR &OD Modules are led by experienced professionals, for example: PWC, Penna, LGA along with key speakers from other organisations Focus on self reflection and personal development, developing skills and behaviours Also focus on key initiatives e.g. employee engagement in times of fundamental change, how the workplace is changing, the challenges of the future public sector landscape Rising Stars Working in collaboration with the PPMA and LGA, ManpowerGroup identifies future HR leaders in the public services sector through the Rising Stars Competition. Rising Stars gives emerging HR talent a platform to showcase their commercially astute, practical and creative solutions to the big issues facing public services. In return, they benefit from personal coaching and skills workshops to help refine their skills further. After submitting their business case, shortlisted entrants compete at Warwick Business School for two intense days of coaching, development and interviews. They then present their business case to camera for six minutes and complete a Q&A session with the judging panel. Candidate videos are then posted online and the public is invited to vote on their preferred pitch. The overall winner is then unveiled at the PPMA annual seminar Apprentice of the year 15 Apprentices are shortlisted and invited to an exclusive 2 day Development Centre in Warwick The Development Centre provides an opportunity for personal coaching and encourages apprentices to demonstrate their full potential Three finalists are then invited to the PPMA annual gala awards evening where the winner is announced.