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
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
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
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
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
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.