Local

Staff Engagement Network East of England

Ian Barton, Local Co-ordinatorIan.Barton@csresourcing.gsi.gov.uk

http://www.civilservice.gov.uk/about/improving/civil-service-local

Local

Context: Civil Service Reform & Staff Engagement

• Civil Service Reform Plan - Chapter 5: Creating a modern employment offer for staff that encourages and rewards a productive, professional and engaged workforce

• Civil Service Reform overarching theme – “a more unified, open and accountable Civil Service”.

Local

Civil Service Local & Staff Engagement

• The purpose of Civil Service Local is to work collaboratively across all departments to develop significant local influence over the delivery and effectiveness of the reform agenda. We lead flagship initiatives that test new ideas, find solutions to problems, and encourage all Civil Servants to actively support Civil Service Reform.

• Support a more unified Civil Service by building greater cross departmental collaboration, ensuring that 80% staff are represented through our CS Local networks.

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Definitions of Staff Engagement

• CIPD - “being positively present during the performance of work by willingly contributing intellectual effort, experiencing positive emotions and meaningful connections to other”

• Professor John Storey in Engaging for Success (MacLeod & Clarke) – “a set of positive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisation’s mission”.

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The Challenge

• Annual Civil Service Staff Survey:

Sir Bob Kerslake’s challenge (blog – November 2013) – “we must all get involved in thinking about how we use the staff survey results to help make our organisations great places to do great work”.

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So why a Staff Engagement Network?

• Demonstrated commitment to engagement

• Overcome geographical isolation

• Create sense of community

• Share best practice

• Avoid repeating mistakes

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Case Study 1

• A departmental perspective:

Ministry of Justice

(Rob Neill)

8

What we do well

A Departmental PerspectiveA Departmental Perspective

• 1/5 BIG Govn’t Depts

• 80,000 staff

• £9m budget

• 10m customers

• 2,700 locations

Employee EngagementEmployee Engagement

What – When - How

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Over 28 million

28 million re

sults

I feel motivated and valued for my

contribution

I’m able to give my best at work

Q : What is Employee Engagement ?Q : What is Employee Engagement ?

I need more challenging

work

I’m not emotionally connecting with the

business

I don’t have a voice at work

Why is it Important?

Benefits of an engaged workforceBenefits of an engaged workforce

Encourage employee involvement in decision making processes

Increase employee confidence and trust

Reduce absence

Create more opportunities for employees to voice their opinion

Motivate more employees to act in support of organisational goals

More dialogue across organizational boundaries

Easier to introduce changes

Build confidence in collective ability to deliver

Indicator of success

Improve employee performance

==

1.1. Strategic NarrativeStrategic Narrative

2.2. Engaging ManagersEngaging Managers

3.3. Employee VoiceEmployee Voice

4.4. IntegrityIntegrity

July 2009 – MacLeod & Clarke

44 Key Enablers of Engagement Key Enablers of Engagement

www.engageforsuccess.orgwww.engageforsuccess.org

Leading on EngagementLeading on Engagement“Two particular reasons why I’m delighted to be back here are that this department has a great reputation for innovation and it has agreat reputation for engaging staff in the business.

It’s really lucky that we have a good reputation for both those things because we’ve got some serious challenges ahead not least of which is transforming justice while reducing costs.

That’s a tough problem for us and we’re going to need all the innovation and all the staff engagement that we can get to make that happen.”

Ursula Brennan, MoJ Permanent Secretary

Acknowledge that each of us experience work differently

Use the Civil Service Staff Engagement Survey to measure key drivers

Measure and contrast Engagement Index scores via Say, Stay & Strive

Pay attention to the known key themes as we Ask, Analyse & Act :

Our Approach Our Approach

A : My Manager B : Leadership and Managing Change C : My Work D : Resources and Workload E : Organisational Objectives & Purpose F : Pay and Benefits G : My Team H : Learning & Development I : Inclusion and fair treatment

SAY

STAY

STRIVE

• I would recommend the MoJ as a great place to work• I believe strongly in the objectives & purpose of MoJ

• It would take a lot to get me to leave MoJ• I rarely consider leaving MoJ to work elsewhere

• The MoJ inspires me to do my best work every day• The MoJ motivates me to contribute more than is normally required

to complete my work

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• Access for all to the survey

• Access for all to the results via the online reporting tool

• Support, tools and training for speedy analysis and presentations

• An expectation everyone will • have a chance to discuss the results in their team• discuss and agree an action plan – ‘we said, we will’• take and review action• ‘We said, we did’

• Clear timetable for analysing and presenting results, and for discussing and agreeing action at a local level, and at a national level

Embedding an annual cycle of ‘ask, analyse, act’Embedding an annual cycle of ‘ask, analyse, act’

• Reports for prisons, courts, offices

• Managers at all levels supported by EECs and HRBPs

• Local TEA sessions for management and staff teams

• Speedy briefing and presentations to top teams

• ExCo conversation setting corporate priorities for action

• Performance objective to raise EE levels for BandAs & SCS

Bottom up, top down approachBottom up, top down approach

2013

• 5th Year• x9 Versions• x54 Core Questions • 1, 269 Highlight Reports

MoJ (corporate) Engagement IndexMoJ (corporate) Engagement Index

Organisation 2013 EI 2013/12

Civil Service 58 0

DWP 54 +6

MOD 54 +2

MOJ 52 -1

HO 52 +3

HMRC 44 +3

MoJ Family Engagement IndicesMoJ Family Engagement Indices

The Engagement Index at Business Group level reflects where different organisations are on their Transformation journey and where staff are on the change curve in their reaction to that

Organisation by size 2013 EI No. of staff in group

SES Response

Rate

2013/12 variance

Trend (2013/09 variance)

NOMS 48 40,211 41% -3 -4

HMCTS 52 19,565 71% +1 +3 (2011)

MOJHQ 57 3,650 83% -1 +2

LAA 60 1,558 89% +3 +7 (2011)

OPG 60 730 76% 0 +10

TNA 68 617 74% +2 +3 (2010)

CICA 52 343 73% -7 +3

MoJ Family InformationMoJ Family InformationThe MoJ Family has six business areas which covers many diverse and vital parts of the Justice System within the United Kingdom.

Organisation by size

No. of staff in group

Brief Description of Business Area CEO

NOMS 40,211 National Offenders Management Services (NOMS) was formed in 2004 and became part of the MoJ Family in 2008. NOMS offer Probation services to Court; offender management; custodial services; offender interventions.

Michael Spurr

HMCTS 19,565 Her Majesty's Courts and Tribunal Service (HMCTS) is an executive agency of MoJ and was created in 2011. Business areas covered are Employment Appeal Tribunals; High Courts; Crown Courts; Magistrates Courts, County Courts; Special Immigration Appeals Tribunals; Youth Justice Boards. There are roughly 600 HMCTS locations across the United Kingdom.

Peter Handcock

MOJHQ 3,650 Ministry of Justice (MoJ) was constituted in 2007. MoJ is the ministerial department and umbrella of the executive agencies: LAA, OPG, NOMS, TNA, CICA, HMCTS.

Ursula Brennan

LAA 1,558 Legal Aid Agency (LAA) became an executive agency of the MoJ in 2013. LAA provides civil and criminal legal aid advice in England and Wales.

Matthew Coates

OPG 730 The Office of the Public Guardian (OPG) functions within England and Wales and operates within the framework of the Mental Capacity Act 2005 which protects the private assets and supervises the financial affairs of people who lack mental capacity for making decisions

Alan Eccles

TNA 617 The National Archives (TNA) was created n 2003. It is the UK’s governments official archive containing 1,000 years of history. Its key roles are: policy, selection, preservation, access, advice, intellectual property management and regulation.

Situation Vacant

CICA 343 Criminal Injuries Compensation Authority (CICA) was set up in 1964. CICA is funded by MoJ and its functionality is to administer a compensation scheme to victims of violent crime.

Carole A Oatway

involving everyoneinvolving everyone - support materials

• In March over 100 people from the across the MoJ took part in “Peak Performance” – a theatre based learning activity on employee engagement. MoJ’s Tribunals Service has subsequently run two further events – using the same script.

• “This was an excellent event and is highly recommended especially in the current climate of organisational change. Very inspirational!”

• 85% of participants felt confident that they understood what employee engagement meant.

Engagement on StageEngagement on Stage

Looking at your Survey ResultsLooking at your Survey Results

Survey Reporting ToolsSurvey Reporting Tools

O R C C o m m e n ts T o o l

* Restricted access – username and password required

ORC Online Dynamic Tool

* Open access – all staff have access

* Download Highlight Report * View high level segmentation

* View results by single demographic * Make comparisons against benchmarks

MoJ Analysis Support Tool

* Excel based tool – download from Employee Engagement Intranet pages* View results in graph form* Create a presentation of your results in a single click* View top answers – positive, negative and neutral – in a single click* View how results have changed, i.e. more positive, neutral or negative responses

ORC Query Tool

* Restricted access – username and password required * View results by multiple demographic

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2014

Just

iceA

cad

emy

JusticeAcad

emy

JusticeAcademy

JusticeAcademy

EENGAGEMENT CCHAMPIONS NNETWORK

EENGAGEMENT CCHAMPIONS NNETWORK

REH

REH

REH

REH

REH

REH REH

EECLMLM

CAPCAP

ECFECFAST

AST

TEATEA

• Began with x120 at launch in 2008

• Today = x674 EECs across the MoJ family

• Supported by central team with resources, webchats, monthly Engage! e-newsletter and an annual ‘Champions Day’ event

• Clearly structured and organised with Engagement leads for each Directorate, HMCTS Region and Cluster, NOMS Region, ALB

• Valued by the business, with HMCTS and LAA business led events, and NOMS meetings for Engagement leads

Engagement Champions NetworkEngagement Champions Network

Engagement ChampionsEngagement ChampionsLAUNCH EVENT

0303September

20082008

““Starting a ChainStarting a ChainReaction”Reaction”

Engagement ChampionsEngagement ChampionsDevelopment Day 1

0404December

20082008

““What a difference a day makes”What a difference a day makes”

““Say, Stay, Strive”Say, Stay, Strive”

Engagement ChampionsEngagement ChampionsDevelopment Day 2

2626March

20092009CJC,

Manchester Engagement ChampionsEngagement ChampionsDevelopment Day 3

0909July

20092009

““Got Engaged”Got Engaged”

Engagement ChampionsEngagement ChampionsChampions Day 4

2525November

20092009The Work Foundation,

London

““Leading to Engage”Leading to Engage”

Temple Courts, Birmingham

In the beginning….,In the beginning….,

•Business leaders committed to EE in different forms, eg Continuous Improvement in HMCTS

•A family of businesses cross-fertilizing ideas, eg TIB boards now seeding from HMCTS to LAA and Corporate Services

•Central team fertilizing through common innovative approaches tailored for each business, sharing success stories, best practice, and developing case studies

•Strong links to Cabinet Office, the Big ‘5’, engageforsuccess and the wider employee engagement community

HR enabled, Business ledHR enabled, Business led

Engagement Engagement ChampionsChampions

Champions Day 5

1717March

20102010The Marriott,

York

““Beyond the Results”Beyond the Results”

Engagement Engagement ChampionsChampions

Champions Day 6

0202February

20112011MoJ,

London

““Results into Action”Results into Action”

Engagement Engagement ChampionsChampions

Champions Day 7

2121March

20122012MoJ, London

““On your marks, Engage”On your marks, Engage”

Engagement Engagement ChampionsChampions

Champions Day 8

““The Racing Line”The Racing Line”

1414March

20132013MoJ,

London

Engagement Engagement ChampionsChampions

Champions Day 9

2020March

20142014

Come fly “EE” with meCome fly “EE” with me

MoJ, London

…….., then what happened.., then what happened

•Top team/ non Execs increasingly visible and talking to staff about change, leadership, engagement, motivation, listening, inviting ideas … and role modelling, particularly next tier down.

•More EECs – leading to EEC Hubs within businesses, across organisations (through Civil Service Local)

•Continuing strong focus on ‘leadership and managing change’ – with increasing focus on ‘engaging managers’ and ‘employee voice’

•Link increased engagement to improved business outcomes

What next?What next?

MoJ, LondonMoJ, London

1111March

Champions Day 10

20152015

“ “ THEME = to be confirmed ”THEME = to be confirmed ”

Contact detailsContact details

• For questions, or information about the annual survey, analysis and future workshops, email

employee.engagement@justice.gsi.gov.uk

• For questions or information on the role of Employee Engagement Champions please email

engagement.champions@justice.gsi.gov.uk

Local

Table Discussion 1

• What are the barriers we need to overcome?

• What are the possible solutions?

Engagement

A local office perspective from Bury St Edmunds

Case Study 2

Who are we?

• Benefit Centre for DWP

• We process 3 benefits

• Currently 132 staff

Survey resultsI am proud when I tell others I work in

DWPI would recommend DWP as a great

place to workI feel a strong personal attachment to

DWPDWP inspires me to do the best in my

jobDWP motivates me to help it achieve

its objectives

75% 44% 49%

68% 42% 48%

74% 45% 50%

73% 43% 50%

74% 42% 48%

How did we do this?

• Ran a series of events throughout the year at regular intervals

• Had some ‘feature events’• People group meet regularly and feedback to

their section. Guests are welcomed to meetings.• Management take more responsibility for

communicating to staff.

Regular events

• Monthly calendar of events and competitions.• Team quizzes on payday with a league table.• Dress down and eat at desks on payday.• Ask Linda.• Charity fun events.• Reward and Recognition.

Feature events

☼☼☼ BOSCARS ☼☼☼

• Our very own version of the OSCARS to showcase our staff.

☼☼☼ Ideas festival ☼☼☼

• Very inclusive and run through the People Group

Other events/ideas

• People Boards in our foyer and at the bottom of the main staircase

• Posters around the office (homemade)• Updates on the DWP story• Lets get engaged events with interaction and

props.• Diversity Day• Digital December

Any questions?

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The Role of ACAS

• Fiona Neathey (Regional Director)

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Table Discussion 2

• What might we achieve as a network?

• How can we best work together?

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Feedback

• Appoint spokesperson• Please limit to no more than 3 key points• Maximum 3 minutes per table• We will collect and write up flipchart

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Next Steps and Close

• Annual Meeting?• Virtual Networking• Repository for case studies, good practice etc• Use of CS Local website – blogging• Single point of contact for national information

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Civil Service Local – East of England

Ian Barton, Local Co-ordinatorian.barton@csresourcing.gsi.gov.uk

http://www.civilservice.gov.uk/about/improving/civil-service-local