How to Improve Performance in Your Organisation, NHS

Transcription

1 Linda Holbeche PhD

2 Outline Why? What? How?

3 WHY? NHS dearly loved political punchbag Patient care scandals reputation, ethics, whistleblowing... Staff survey results chicken or egg? False dilemmas? Improve patient care vs keep costs down Follow procedures/observe hierarchy vs initiative and innovation Tribal vs united by shared purpose

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5 A sustainably high performing organisation is... United by shared purpose Adaptable and change ready Enabling of innovation and knowledge rich Boundary less Stimulating to individuals, enabling higher levels of performance A great place to work Values based Linda Holbeche

6 High performing organisations Leaders who provide direction, coach and develop team capability not command and control Clear accountabilities for business units, functions, teams and individuals Mechanisms to learn and improve performance over time Organisational members who understand and are involved in the success of the business Flat & lean structures Strong cross organisational collaboration Lateral teams are effective at driving performance and decision making Whole process focus with clear customer value Skills and knowledge to deliver customer value without day to day management control Clear responsibilities and decision making Held accountable for results Leverages knowledge and resources across units Share learning, experiment & test, benchmark and apply performance improvement methods Active involvement and participation Share in business success Know how their work contributes to business success Coordinate effectively with other business units L. Holbeche 2014, after C. Worley

7 A patient centric culture... Shared purpose, values driven, patient care at the heart of everything Adaptability/flexibility/speed of response Patient centric high standards and continuous improvement The right level of engaged performance from a skilled, motivated, energised and committed workforce Teamwork, clear roles, responsibilities and accountabilities Leadership at all levels: proactivity/initiative/innovation Effective communications, collective intelligence, shared review and learning Efficiency and effectiveness

8 Making a difference on values (Managers/leaders) must leverage the power of shared values and aspirations while loosening the straightjacket of rules and strictures (Hamel, 2009) Leadership development shift mindsets and skillsets Challenge unethical practice Coach managers and leaders in how to engage people in developing shared purpose and how to support teams Help managers and teams build from what works and stimulate further improvement (e.g. using Appreciative inquiry). Act as role model.

9 Making a difference through teamwork Facilitate team and inter team development Involve patients/end users in (steering) team development Help teams to improve workplace climate/resolve conflicts Work with teams /managers to address morale issues Help teams and managers to experiment/ pilot new ways of working and give people the opportunity to exercise new skills Encourage regular workload reviews and adequate resources and support systems Spread learning from the best (positive deviance/virus)

10 Making a difference: communication Coach executives and managers in how to communicate for improvement. Executives must be visible keep them focused on communication, especially two way. Create energy around organisation s mission and values Balance current reality and optimism provide longerterm perspective, give people confidence about the future. Use all possible modes but mainly face to face team huddles, rapid cascades, Q&As as well as social platforms. Involve staff reps/unions as much as possible in addressing key issues.

11 Gaining entry (top down)? Push at open doors; build good clients and referees Use organisational language, not OD jargon; show strategic understanding of NHS/ organisation Co diagnose with clients (including staff) what needs to be done. Gather meaningful data. Hold up a mirror to senior management. Avoid analysis paralysis. Identify key problems/potential major opportunities Involve staff in problem solving and solution generation. Support teams with implementation/work process improvement Review impact/progress/ learning with clients, staff and patients

12 Stimulating cultural shifts (bottom up) Encourage engagement at all levels. Stay connected to the top Go where the energy is. Sense and respond Co identify an inspiring and people centric reason for change Start with current realities in workflow (not future) Observe, listen and learn quickly. Evolve a framework to stimulate and bound the degree of learning. Reinforce over time by personal experience (NOT by force from senior management). Scale and accelerate the change virally. Share stories work out loud make stories visible.

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14 Also how you view your role pair of hands/expert/process partner?

15 Making a difference: theory and practice Keep learning, adding enough relevant content and process to advance knowledge, effectiveness and confidence e.g. organisation design methodologies, business process understanding Expose self and others to thinking and practice from elsewhere broker knowledge/skill/practice connections Apply and coach others in process skills help people to help themselves Be willing to experiment, learn from what works/doesn t Bring hope/energy/practicality/inspiration ignite fires.

16 Vision Communication Focus Selfknowledge Relationships Performance Power & Influence

17 Manage your time and energy wisely High Urgency Low High I - crisis management pressing deadlines urgent problem solving II planning & goal setting monitoring & reviewing training & coaching self development Job Reviews & s relationships rest & recreation Importance Low constant crises, daily firefighting, stress, burnout III many e mails phone calls keeping others happy some meetings delegatable jobs vision, balance, control, fewer crises, strong, respectful relationships IV trivial but easy tasks some mail & phone calls time wasting distractions most internet surfing short term focus, goals & plans neglected, feel out of control, poor relationships irresponsibility, achieve little, nil career prospects!

18 HR/OD continuum: strategic influence Low High Irrelevant Work - Undermined Admin centred Seen as lacking expertise Lacks credibility No involvement with the business Clerical function Laurence Handy / Ashridge HR/OD works hard but not smart Technically competent At beck and call of clients Fire-fighting Blockages in work flow occur Hard workers: lacks influence Short-term intervention but lacks long-term impact Pass-through contribution Fails to change the internal workings of the organisation Politician role: says the right things Avoids details and keeps things at a broad level Tool-kit approach Lacking in expertise High impact Long-term influence Strategic/diagnostic role Enabling role Acts as coach to the rest of the organisation Devises processes to meet business needs Problem solver Perceived as experts Negotiates with the business Board HR/OD Director Evaluates own performance Leadership qualities/role models

19 On reflection Where could OD bring the greatest organisation benefit to your organisation? What are your greatest strengths / possible areas for development as an OD practitioner? What are your current priorities and are these the right ones? (Time management matrix). If not, how can you achieve a better mix?

20 Further reading Cheung Judge, M Y and Holbeche, L.S. (2011 and 2015): Organization Development: A practitioner s guide for OD and HR, Kogan Page CIPD (2009, 2012, 2014): The Employee Outlook, CIPD Erickson, T. J. (2010). The Leaders We Need Now. Harvard Business Review, 88(5), Francis, H., Holbeche, L.S. and Reddington, M. (2011): People and Organisational Development: a new agenda for organisational effectiveness, CIPD Holbeche, L.S. (June 2015): Organizational Agility, Kogan Page Holbeche, L.S. (2009): HR Leadership, Butterworth Heinemann Holbeche, L.S. and Matthews, G. (2012): Engaged; unleashing the potential of your organisation through employee engagement, Jossey Bass Holbeche, L.S. (2012): Changing Times in UK Universities Universities HR Association MacLeod, D. and Clarke, N. (2009): Engaging for success, BIS, McCann, J., Selsky, J. and Lee, J.(2009): Building Agility, Resilience and Performance in Turbulent Environments, Volume 32,Issue 3 Meister, J. C., & Willyerd, K. (2010). The 2020 Workplace: How innovative companies attract, develop and keep tomorrow s employees today, Leadership Excellence, 27(7), 5. Ress, A. (2012): The power of intrinsic motivation and its application to employee engagement, Croner Strategic Briefing, December Ryan, J. R. (2010): Keeping Employees Happy in a Post Recession World, CCL Towers Watson (2012): Global Workforce Study