Sustainable Organisation Performance STF Interim Report

8/22/2019 Sustainable Organisation Performance STF Interim Report

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Ii poJu 2010

SuStainableorganiSation

perormanceWhat really makesthe dIerence?


2/44

2 Shaping the Future interim report

Wi b Ji mi ci mcwi oibuio o ag Bo,

Jo mGu V robio.

spig uui ogiui io u gg

pog xpoig uib ogiio po. I i o

v bo iig pi oug gig w iig, povoig

b, poviig pi gui oo b ppi i

wo ox.

t o i big i ou wi g o u ogiio

big o g jou o i ow iiiio ig.

t o gg, ip ogiio vop

o big xpo wi piio oug io ig .

to i ou o ou joi i www.d..k/shh


3/44

1Shaping the Future interim report

cs

exuiv u 2

1 W i spig uu? 6

2 W w i 10

3 Ou ig: w i ivig uib ogiio po? 12

4 W i i pi: g 20

r 24

appix 1: Bgou o 26

appix 2: Ou 27

appix 3: Ou ui 31

u ou o ioio o cIPd 41


4/44


exv sy

Sh h sh spig uu i - io

gg pog. Ou ovig quio o

i p o i: w iv uib

ogiio po? t o i big

ou wi ix u ogiio o pubi

piv o: s c, BIG lo

u, Biig ci coui, Pz (Gg c;

o W Bio), Xox nhs dui

Gow.

ti po p ou ii ig g o oio. Ou i i o o giv i

ou o , bu o povi iig o

pi gui piio pp o

g i ogiio iv po o

og . t ig iig wi iv

o g o .

Why ss s ?suu ogiio ui i po ov

i, o ju i o o oug goo ooi

pio. I, u upib ooiox iu o uibii v o

ui o ogiio o o. a cIPd w

biv uibii o ogiio pop,

i, vio oi oibuio ov

i. spig uu i fgip poj o

cIPd, wi xi b o o

ogiio uu bu u uu.

th ky hsOu viw o pviou io uib

ogiio po u o ou pi o

o ip, gg ogiio

vop. W w, owv, o op o

g o iu. Ou ig o i

p o o ipo o

o uib ogiio po

igig piu b pi wii

o. aiio g b pig

iu uu, ouiio,

vuio. t wo i igu 1 iu b, wi i o ou .

o h ky hs :

ip

gg

ogiio vop


5/44


ViSion anD

ValueS

leaDerSHip engagement organiSational

DeVelopment

communication

aSSeSSment anD eValuation

culture

organiSational

purpoSe

organiSational

DeSign,

WorKforce

planning anD

role DeSign

Senior

leaDerSHip team

KnoWleDge-

SHaring

people

managementline manager capabilitY

1: es ss s


6/44


Wh w svdao ou ix u ogiio w o

b o uib ogiio po

iig o o ip, gg

ogiio vop, ow i wo

bov. t w ii b po g

o i ogiio o iz. t

b p bow i tb 1 og wi

oi pi.

t 1: es ss s

leaDerSHip

Viio vu couiio o bigg piu, ig viio vu o

li g pbii suppo p o po oug g

sio ip pbii ro-oig powig o

engagementOgiio pupo epo iiig oio oig o ogiio o pupo

t o o i g a oivig ggig g i ig o o

organiSational DeVelopment

kowg-ig s owg ig o uio p

Ogiio ig, woopig o ig

a ig b ow ogiio bi xibii o o- og-

Pop g aig bw iiviu ogiio objiv i ou oppouii


7/44


Wh hs s so w bo ogiio iig w w o

ou obvio o iiviu b w

ig iig i pi o ou ou

ogiio? W p ix iig bow g

o ou .

a

aig i ovig iig o ou

, iv b uig i p o

ogiio o-oi uppo o. I

i ipo o ig o b viw oiuou

po ouo i i. aig i

bw ogiio vu wbui i ou oug iiviu bviou. a

ogiio ou o b viw wo ,

g ow ivig i ui objiv

pupo, pi w ipig g.

Dsd dsh

diibu ip g ipo iig

o ou o ip gg.

diibu ip ivov io ig

g powig g o iov

iv uib ogiio po. Iig o io w xuiv

o bui . mi g, wo o

v i poibiii, o g

wi uip v o po. li g o

upvio poio v, poib o

gig o-i po.

epowig i i g i i o

ipio o g; b bo b

bo o uib po. t v

ii o i ggig po o b g o wi ogiio pupo, oug

v v o b gg.

Shd s

s pupo i u iig w ou o

b oi wi bo ip gg. a

ogiio pupo i i ii, o w i

xi, go o wi i g ou

b ig. epo o vop og (i

oio) oio o bo o ogiio o

pupo o b uib ogiio po.s pupo i oio o p u.

t i bw ip vig o pupo

vig o pupo i i

o pupo i b po woig o

ogiio o bo o iu x

o.

ls

ao ou , bo ogiio iig

g bou ou o po gg.

epo b gg o uip v: wi

ogiio wo, wi i i g, wi i

o i job o. howv, o gg o uppo

uib ogiio po, objiv

o uo vi, , bui ui iiviu o b ig wi ogiio objiv

gi pioii.

b sh-d - hzs

Big o og i u i

ou oig wi i v u ig

b u ooi i. Ogiio w

o ui i po ov i o b uu

o og . t o g o

poig o o- ipiv o g wi

pig ig o og- oizo. Ogiio uii fxibii o po o gig uo ,

bu voi -j io wi wi opoi og-

gi.

assss d v

a vuio i vi ipo o

o ou b. I ou b oiuou po,

uig ig u vop quiiv

ig vu ogi quiiv, oxu

ioio o povi ogiio iig. toug

o vuio i i poib o poviiig bou p po u i ioio

o ipov uu iio.

phs whvig xi b o uib ogiio

po, w i o xpo ix bo

ogiio iig bov i o i i ou o

p o . o i, w wi vop u

gui o piio o p iv uib

po wii i ogiio.


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6 Shaping the Future interim report6

spig uu i o o cIPd fgip

poj wi u io viw o g

goup o iiviu o ovig quio:

w iv uib ogiio po? t

o i big ou wi ix u

ogiio o pubi piv o:

t ogiio ipig pi g

pog o iv og- po. Woig

wi , w iiig b bo o

uib ogiio po, wii ox

o i pi g pog. si-uu

iviw ou goup wi o-io o pop

o ogiio v b ou

o o ou pi xg goup (PeG). tgoup wo o piio boug og o

xpo gig i o .

ti po p ou ii ig

g o oio. sio 1 iou ou

, ig ou w w ouig o uib

ogiio po ig w w

b i . sio 2 ou o w w i, ig

ou o , iouig ou

ui ibig ow w o .

I io 3 w p ou ig i io 4 wxi pi ipiio o ou ig, poig

quio o ou o oi i ou ogiio.

Ou i i o o giv i ou o ,

bu o povi iig o pi

gui piio pp o g i

ogiio iv po o og .

W vi ou ig wi ou ui ou

pi xg goup o hr piio o gou

i i. Ou ig iig o

g o wi iv o g o o b ou i 2010.

Why s ss s ?mu b i wi bou o-

u o bui. ix o x big bou, o-

fuuio i pi o pi o

uo b, g ugg o oo

, o v o . Wi w o b o

ig gg o oiv woo, io

o ow ii bui iu oppouii

o ovi i ou o og , vig g o

i oppouii.

suu ogiio ui i po ov

i, o ju i o o oug goo ooi

pio. I, u upib ooi

ox iu o uibii v o

ui o ogiio o o. a cIPd w

biv uibii o ogiio pop,

i, vio oi oibuio ov

i. spig uu i fgip poj o

cIPd, wi xi b o o

ogiio uu bu u uu.

Wi pi o uibii, spig uu

i o big og wo g o

wo, g b cIPd o ov

, wi v b oi wi ivig ogiio

po. O o wo i o

vop o ig-poig iiviu

o i ou ig-po wo pi

( bi u o o wo i giv i

appix 1). t pop po wo i o

povi wo o gui piio i ig o

hr poii gi wou u i ig vo po. I povi w o ioio

vi bou ioip bw hr bui

po ow pop g bui b

oiv pop povi wi oppoui

o po. r o ig-po wo pi

gv iiio bou i o wo vio

wou b igi i big po.

Ou go ow i o bo o oug o

x g o ii ow iiviu po

o i g i i iiig vioo b i io io uib ogiio

po. igu 2 iu i i.

1 Wh s Sh h ?

big ly d

bh cy c

nHS Ds d gwy

pfz (g cs) (y Wyh bh)

Sdd chd

Xx


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Wh d w y sss ?I ig uib ogiio po, w

oi o w viw o bo ou

ui pi xg goup (PeG) bou w

i i pi. Wi i o uiv

g iio o uib ogiio po,

cIPd w biv uibii o

ogiio pop, i, vio oi

(Pes) oibuio ov i. W o biv

uib ogiio po p ui

po o o ou .

7

Ss

s

Hh- wk

(What you do in the workplace and how)

p d (How individuals perform)

2: th dvs ss s

3: cs s ssy

People Financial

Environmental Societal


10/44


expig o i iio, o b uib,

ogiio :

abalancedshort-andlong-termfocusandagilityto

p o g/oppouii

leaderswhodrivetheneedforsustainableperformance

po o

anorganisationaldesignthatmeetstheneedsof

bui, oiuou ig o ipov o

pbiii.

Wh ds h sy?

I i o oug o iv ig po poi

i i; ogiio o ui i i o

bo i x g, i pi

ipo giv u ooi i. Buij

(2006, p.29) ogiio ui

po ov i:

Achieve a high level o agility so that they can

identiy change and respond optimally or, even

better, set the pace or change within their industry.

d W (2006, p.12) iio o ig po i

o uu. I igig ipo o big b o

ui po ov i bu o pi

ipo o pop:

A high perormance organisation is an organisation

that achieves nancial results that are better than

those o its peer group over a longer period o time,

being able to adapt well to changes and react to

these quickly, by managing the long term, by settingup an integrated and aligned management structure,

by continually improving its core capabilities, and by

truly treating the employees as its main asset.

t ipo o pop o b ui, i i

oug po g o g pbii

uib ogiio po b i.

p xh s (pegs) d s sdy

vws ss s

a u ipo p o spig uu i o iv

pi, w w o g ou pi xg goup

u ogiio viw o w uib

ogiio po o . W o w

o u ou o i gou i i.

Ou pi xg goup igig ipo

o uib po, pop,

i pou o vi. t bo

f ou Pes iio op u

viw bow.

Wii ou ui, w io g

b w uib po wou oo i o

. mo po ou ou ou pi :

Balancing the short and the long term

Big o- og- ii o u

og po i ui:

Balancing all o the things that [we] have to

do ront line, day-to-day and the longer-termtransormational stu.

Sustainable means not just todays perormance,

but what you do today to make sure that your

perormance this year, next year, three years ahead,

ve years ahead, would still be good... Your ability to

balance things out. Whether you are able to balance

revenue initiatives, but at the same time controlling

the quality o the portolio The balancing out

between stretching people and actually taking

care o their worklie balance. Balancing betweenpleasing your customer, oering good customer

service, with operating within a compliance

ramework


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A ocus on the customer

a i ou o uo ipovig vi

v:

What were really here to do is improve the lives o

people in [our locality]. I were not doing that, then

were not doing our job.

A continuous balance [o] innovation versus better

customer ocus. The biggest challenge is having

vision and clarity.

The culture needs to be open to change andimprove, but balanced in such a way that meets

customer service level targets.

People management

cig uu o po o, gg

uig o ogiio go:

Its about whether you have people who want to

have that long-term sustainable perormance and

success. I think thats why employee loyalty and

employee engagement is a key ingredient towardsthat sustainability. It would be very, very powerul i I

could get all 500 employees... to row the boat in the

same direction at the same pace. That is ultimately

the power o collective perormance... And i you do

it long enough, each row will push you much urther

or a longer period o time.

The continuous process o engagement with sta.

We have to bring the external world into the stas

view o things.

People being clear about what they are required

to do and what they are actually doing. Need

alignment with organisational goals.

Embedding a culture o continuous improvement

dvopig ou ou uu p o

oiuou ipov:

Having an environment that drives high

perormance.

Sustainability comes with the cultural acceptance.

Managers and sta need to embrace a dierent set

o competences and values.

Sy

spig uu i - io gg pog xiig iv o

uib ogiio po wi ix u

ogiio. a cIPd w biv uibii

o ogiio pop, i, vio

oi oibuio ov i. I io 2 w oui

w w i, ibig ou , wo ou

ui ow w o .


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2 Wh w dd

th ky hsI pviou io w bou w w

b uib ogiio po. to ou ou

o p ogiio u ow

ipov, w o o ii poib iv o

uib ogiio po. a viw o pviou

io ubj ii iv b

goi i o i : ip,

gg ogiio vop. t

pp o pu jo g

ogiio i ipovig po ivig

g o w ou pi ou. W

w, owv, o op o g o iu.

Ou o ip, gg

ogiio vop iou bow. u

bgou o , ou

io o upio p bow i povi

i appix 2.

ldsh

a g v o ip o,

i i ipo w i v o

g. I ig o io w xuiv o bui . mi

g, wo o v i poibiii,

o g wi uip v o po. li

g o upvio poio v,

poib o gig o-i po.

W biv ip i gou i oowig

upio:

Effectiveleadershipisdenedbyasetofidentiable

bviou, pii ou bii o oiv,ipi bi ioip b o u.

Leadershipisdemonstratedbythecohesionof

ip vu ou iu gi pioii

o o pupo.

Leadershipcapabilityneedstoexistatalllevels.

e

m ogiio iv o o gg

og i , oug i o uiviio. t mlo viw o o dvi

Gu o kig cog loo o uig

o op, ig o iio o ix o

iu, bviou ouo.

Wii mlo viw, wi cIPd og

o, dvi mlo ni c (2009)

gg :

A workplace approach designed to ensure that

employees are committed to their organisations

goals and values, motivated to contribute to

organisational success, and are able at the same time

to enhance their own sense o well-being. (p.9)

ao iio w ii wi i o Poo

ki tu o kigo Bui soo, wiig i cIPd

po Employee Engagement in Context(cIPd 2009,pp.24). s gg oow:

Engagement is about creating opportunities or

employees to connect with their colleagues, managers

and wider organisation. It is also about creating

an environment where employees are motivated

to want to connect with their work and really care

about doing a good job It is a concept that places

fexibility, change and continuous improvement at

the heart o what it means to be an employee and an

employer in a twenty-rst-century workplace.

I i ipo o o oug

o oo p o gg, iv

i ouo wi i oig o pi

ogiio ox.

W biv gg i gou i oowig

upio:

Engagementcanbeidentiedandismanageableand

ub.

Engagementcanbeconvertedintoorganisation

po o ipo iiig o

wo vio g pbii.

Sustainableorganisationperformancewillbeachieved

w bo iiviu o hr poii ig

wi gi pioii.

os dv

t i i ogiio vop (Od), wii poib bo o iu o ivig. Ou

ow iio cIPd ioip bw

Od ui po xpii, ibig i :


13/44


A planned and systematic approach to enabling

sustained organisation perormance through the

involvement o its people. (cIPd 2008)

W biv Od i gou i oowig

upio:

Organisationsthatengageinacontinuousreviewof

i ox x pu o i o

vop fxibii poiv o p o

-gig pu.

TheprocesswillbeenhancedbyeffectiveHRthato o w pop

ou o pbii o ogiio.

EffectiveODwilldrivetheidenticationand

vop o ogiio pbiii.

Hw dd w d h sh?I o o pviou wo cIPd u, i

wo u io- ooog o ivig

w iv uib ogiio po i

owg- /o vi-iiv ogiio,piu i -gig ox.

ti ooog b o o povi pi,

vi-b gui. I i o i

wo wi pov, i i , ip o

piu po, bu w P

suo (2000) owigoig gp i

pop g ip pi. t gp i

bw owig iuiiv i ig wi

i iiig io wi u i

owg io i.

Wh sx s sdy ss?

W woig wi ix u ogiio o

i iui wii bo pubi piv

o. t : s c, BIG lo u,

Biig ci coui, Pz (Gg c) (o

W Bio), Xox nhs dui Gow.

o o i bou ogiio, p o

appix 3.

t u ogiio w o ubu puuig g pog o o

wo o i ow ig o iv uib ogiio

po. Woig wi , w iiig

b bo o uib ogiio

po, wii ox o i pi g

pog. W piu p o p o

ogiio o ou o, i iuio

wi u, oig o w i g

pog w i.

Hw dd w h d?

Wii u ogiio w ou i-

uu iviw ou goup wi o-io

o pop i v. W iviw io hr

piio, bo-v io , w poib,

ceO i wi p o bui o g ppiv

o wo ogiio. Wii o ogiio o ou w iviw ub

o i i g ou ou goup

wi po , i o , i g. W

po bou w w big o boig

po, bo ow i uu.

W o ouig po uv i o o

ou ogiio o o o wi goup

o po bou o o ip,

gg Od. t uv i b o ou cIPd

qu Employee Outlookuv, owig u oop ui gi io .

Ou pi xg goup (PeG) big iu

ig ou i i o ou i

io o i ow ogiio xpi. t PeG

o w o ivig pi oug iiig

ou ig.

SyOu viw o pviou io uib

ogiio po u o ou o o ip, gg ogiio

vop. W o o ou ix u

ogiio o ii w i big boig

po o og . W upp ou

u wo wi iig o ou pi xg

goup (PeG). sio 3 p ou ig bou w

i ivig uib ogiio po.
http://www.cipd.co.uk/subjects/empreltns/general/_employee_outlookhttp://www.cipd.co.uk/subjects/empreltns/general/_employee_outlook


14/44


I i io w p ou ig o p o o

spig uu , popoig wo

o iu b o uib ogiio

po. co i o ou v

b w i wii ou wo.

ldsh, d s

dvOu ig o i p o o

ipo o ou o ip,

gg ogiio vop o

uib ogiio po. I igu 4 w

igig piu b pi oi

wi uib po wii . aiio

g b pig iu

uu, ouiio, vuio.

3 o fds: wh s dv sss ?

ViSion anD

ValueS

leaDerSHip engagement organiSational

DeVelopment

communication

aSSeSSment anD eValuation

culture

organiSational

purpoSe

organiSational

DeSign,

WorKforce

planning anD

role DeSign

Senior

leaDerSHip team

KnoWleDge-

SHaring

people

managementline manager capabilitY

4: es ss s

no: ti wo w b o ig o ou ix ui (uig oi). t iv ipo o o wi b ifu b iiviu ogiio ox.


15/44


ldshlip i o ii

igi iv o uib ogiio po.

t b wii i p i

tb 2, og wi oi pi.

t 2: ldsh s

ldsh

l y

suppo p o po ougg

S dshy

ro-oig powig o

Vs d vs couiio o bigg piu,ig viio vu o

I ou u ogiio w ou ig g

o ip i iibu. ti ip

pbii i ou v, op oxu

, gub, b oug gg, gii

po. I ou u ogiio bo

iiio w bw ip o i

g i ivig, big gig po

o o io g i ouiig, ig

g pioig g. W o p

b o i g pbii io

ip pbii p. I iio, w oo

viio vu povi iuiv xp o

oi pi o ou ui.

l y

t u ogiio ig i g,

o wi iv p o ip g

o qui. li g bviou

o o f ogiio ox.

t ip iu o s c B

iv b i op i ou

wo u o vio i i

vi, i gob i u o gg

ivig piip o g. tog

oiu ogiig iu o

op poo opo xpio o

ip v.

dui Gow i g.

li bo, u b

o o g iiiiv iv

b Gov, wi o gppig wi

opio g u o iv

w i. I iio, wi

o iv p-g i woo

pbii, wi i pupo o i divig

di Ipov pog. t o o

i o iuou u iv o

gov g, gi o g

iovio, b i poo o g

uu poj. t ogi i i g o poibii o b vov o

v o g.

Support and help or employees through change

cg i o o o ogiio. li g

u o uppo p po oug i

g po i o o iv uib ogiio

po.

Ou wi Biig ci coui ou

o o-i g wo ivov i oiu oi wo ivio. a wi o

uoii, i i gig o

ig g pog, w uu

iu i o. li g o

v ui o o iv pig po

oug g. a o g ii:

Its about spending time with each individual,

going through what are their ears, what are their

thoughts as to what was going to happen and to

get them to understand that change does not alwayshave to be scary.

a Xox w ivig i vi, u

p o iv iio wi i,

o viwig pig o i gig

uig ioviv ouio

oiuou p. ti qui o

ig v o po po i

g p ii uppoig o b

owig po o v fxibii o po

o uo wi uig g g o.


16/44


aiio, i g o og o

ioip wi po o b b

po.

a Pz Gg c i g o ii

o bw io g ig

i po i u ug ub

qui oioig, fig gg

uu gi b op w i op

i. mg owg xpio

o pop wi p, ogiig

owgig i xpi, iig o pop

uio, w creating a riendly and co-operative environment.

S dsh y

t o o io g i ui i vopig

viio, ig ou go ppig ou vu

o ogiio w pioig g. sio

g o poib i g p o ggig

wi x o wi, i pubi o i

piu, b oib.

Role-modelling and empowering otherst u ogiio w i b ig

v o iibu ip, wi igi uoi

vov o i g o v po. howv,

i w pp i i io g wo ig

g wo wii wi g ou

b iv o-o ov viio ow

oug ogiio o uppo uu b

g o p.

a Big lo iig uig ppo i o-

o b io g , wii o b xp. P W, i

xuiv, i viw pio o g.

a s c B o o io

i ivig uu o uppo gg w

v vi. epo piv op

v uppoiv i uppo boi o ju i

w bu i i bviou ibii.

I Pz Gg c bo g

po po o og viib ip

b o po. t ib i

og iio-ig, ig ob

big oub bu i uig

powig po o g o wi i job.

I ivig i biv ipo

i o ipo ib i :

being active listeners and empowering the team...to

nd the emotional switch that gets teams to perorm

because they want to perorm and not because they

are told to.

Vs d vs

cig og- viio o uibii w

o b piu ipo bo io

i g w biv o b o i po.

mig i viio o po i w o ou

ui ivig o, wi o u

o i iig i i.

Communication o the bigger picture

t ogiio ogi uig

o viio vu wou b ifu b w ioio w oui x o

wi po biv o iio-

ig po.

a Biig ci coui viio o w

ogiio job o wi oo i i

uu u o i oio pog

i big oui o oui. O

po o: when people can see how

they t into the whole picturethey are generally

more motivated.

Making the vision and values real or all

o po oig oug i u

ogiio o v, i i pp

gg wi ogiio viio vu

i ipo iu i ivig uib ogiio

po. couiig oi g bou

og- viio, vu ip o g

b po o o oiv vop

og- oio o ogiio. t

u w ogiio i goig, w i o w i wi o po w

io ogiio, bo p i

i uu.


17/44


t o op viio o b oui o

v o g, o ju io g,

w iu b ceO Jo Bu dui

Gow h Bo:

One year ago I met with 30 heads o service who are

the key people and realised the language used by

the senior team and that o the middle management

did not match up. This perception o a disconnect

between operation management and the leadership

team led to the development o Delivering Dynamic

Improvement. Our 130 middle managers hadnt had

the support they needed to be able to lead.

I u, w v ii b o

uib ogiio po wii wi

o ip: i g pbii, io

ip pbii, viio vu. I i o

ou iuio b ii

o o b oi i ioio. o xp,

viio vu ou b op ip bu

o o b b ip b i g i

o b ig oug wo ogiio

bo w w o ig ou .

eegg w igi o g

pog op b o ou u ogiio.

a ubib o viw ig gg po

wou b o oiv o i o

po w ovo bi o uib

ogiio po. t b wii i

p i tb 3, og wi oi

pi. W iu i o i.

t 3: e s

e

oss

epo iiig oiooig o ogiio opupo

th s

a oivig ggig g i ig o o

t iu o gg ipii oug g

pog op b ou u ogiio.

howv, ou i s c B

w pi bou buiig gg. egg

w o u o Biig ci coui

g pog, w i w ogi gg

po o i o p o g

iv oug i- oio pog

i u ig u o oui g.

os s

Ogiio pupo w o b o ou

ui i ou iuio o uib ogiio

po. mo biv og o

ogiio pupo po oio o

pupo ov gg b

vop o uib ogiio po.

Employees internalising and emotionally connecting to the

organisations core purpose

Iig, i v o ui po

o ipi viw o pupo g.

I o i i poiiv, i ow po

v ip opo o pupo o

v, iiig i ig gig

i oio wi i. o po, ip pupo i

i o o.

t w o vi oio oioo ogiio pupo o uib

po.

sio g po Pz Gg

c bou ipo o vig

ggig pupo vopig oio

oio pi wi pupo.

a Big lo po w oiv b

oiv o pupo o ipovig iv

ig ivg, oug g wpi bw o wo viw o pupo i

uio o wo w i o i

o oi ip.

a dui Gow gi ig v

o gg wi ogiio oiv o

pupo:

Well ultimately its about the patient experience. How

people are treated at every level. How we treat them

in terms o courtesy, caring compassion and how wetreat them in terms o how the procedures or the

interventions go. Its also the wider issue about how

we develop good overall health services or D&G.


18/44


Bringing the organisational purpose to lie

a w ogiio povi iig io ow v

boug i ogiio pupo o i o po

uo i o o pupo.

a Pz Gg c, v g

po o op i goo

pig pop vop o o oio

oio wi i wo b iig wi u

o ug pou, oug ouiio

pig, u o po wi pi

ioi ip o pu w, w

oug ip vop o.

th s

I u ogiio i g w

i ivig gg ouo. ti

w gpi o i o ogiio w

po g opio, vop,

pow job iio w igi

i w u oug o g goo

g i o wo, g wo oui

w, ow i i i w-big

vop ioip b o u. ti oigi ifu i iio o o v

ogiio ipii ioip w b

o bui wi uo.

A motivating and engaging management style that is

aligned to the needs o the team

t g o i g w o b

piu ipo i oivig po

o b io o pi o .

a s c B biv g i ipo i ougig

bviou biv i wou

o b ou o ui o

wo goup. O po o, line

managers must embrace engagement or it to be

successul and role-model the expected behaviours.

aoug w g g i

g bviou ioip wi po

o o bigg ifu o gg, i o

o u ogiio w u poi bi o uib ogiio po.

mu o i w o o wi po. I i g

w piv o b vi oowig po o

poi i o uo, i ou ip

giv o job iio u. I o o o

o wi ouiio. I i g oui

poo po i o i o w

ogi, i oo wou v giv ip o

gg po.

I u, w ii wo b o uib

ogiio po wii wi o

gg. I i ipo o ogiio o v

ggig ogiio pupo po o

wi, o i g o v g

oiv gg i .

os dva ix o ou u ogiio w ipig

o i o Od g pog i oiuou

ipov uib ogiio po.

t b wii i p i tb 4,

og wi oi pi.

t 4: os dv s

os dvKwd-sh

s owg ig ouio p

osds, wk d ds

a ig b ow ogiiobi fxibii o o- og-

p

aig bw iiviu ogiio objiv iou oppouii

Kwd-sh

kowg-ig g upiig og o o ou u ogiio. a o

ig xpi ig o ougou

ogiio w o b bo o uib

ogiio po. eiv owg-ig,

o o , w o b oig ou

pi o g v o po.

Shared knowledge and learning across unctions and

departments

sv o u ogiio og

po wou ou w pop wo obui ui uio , i o oig, poo i

owg xpi.


19/44


a s c B biig io i

wi pop i o uio w po o ii

uo xpi b pig up ig o

iig uo ioio.

a Xox i ogiio pop o

g o i owg o go

o ig gig o i. t

o biv pop o b oug o

ov ou, buiig ig owg

qui ou.

t op o Iig u Biglo i o pop uig ow i

wo o uio i ogiio

b o-uio o wo og o

iv ig owg.

Knowledge-sharing enabling change management

kowg-ig w o b b o g

g i v o ou u ogiio.

Bigig og xpi o i o

bui p o ui ogiio ou g,

pob-ov u ow g i o p o ogiio wi o .

a Xox, owg-ig bviou

pioii v b ii p o i

uu wo, big ipo o uib

ogiio po.

a dui Gow, i ogiio

vop iiiiv divig di

Ipov (ddI) wo b ig ioio

xpi o boui b uoig pob-ovig poi o ig gg

, u uig i oiuou ipov

uu g.

os ds, wk d

ds

Ogiio ig, woo pig iiviu

o ig ip o oi wi

uib ogiio po.

Organisational and role design that breaks down barriersmg po o ogiio

o uu ogiio ig w o

bo ow bi bw i p

uio pv io woig.

a Pz Gg c, v po

g ogiio ig

bo ow bi bw i

uio ivig o oio

bw i wo i

poiiv. t ogiio iiiiv ou

oio poj w pig o b ow

bi wi o-o poj .

a s c B, bi o

b bo ow bw b b-

uio o i p u o

uo po.

a dui Gow, i divig di

Ipov (ddI) iiiiv i pig o b

ow bi b bigig i g o

o ogiio og o pob:

Its a real chance to see whats going on and a

chance to stop people working in silos. I know what

its like. You get locked into your own area and you

dont see the wood or the trees. Sometimes when

you get together with others you get real value justrom getting an outside perspective and when you

bring a problem to DDI, thats what you get.

Flexible resourcing and workorce planning to meet short-

and long-term needs

xib ouig woo pig w o

o b u ogiio.

Biig ci coui woo

pig uig ig pop w

i ig o ow o uu w b o uib ogiio po.

t v vop op-b o po

o u o fxib oug o

gig iu:

We use role proles rather than job descriptions

and theyre all competency-based so I think theres

enough fexibility in them or people to take on a

dierent way o working.


20/44


Pz Gg c oio poj

i ou fxibii, ig po o

ou ov io o o pouio i

bui. mg i w ipo

woig o poj w o-o o p

i po:

Very important that you take a core number o

people out o their normal work, you make a team

o them, with a leader, a dened plan, that we co-

located them and they work closely togetherand

work closely with people on the shits too.

p

Wii u ogiio w ub

o pi pop g po w

io i b o bi o po,

piu iiviu po. I o

po w i bo b bi

i o i w iv po i

w iu o iuio. t piu po

ii big oi wi uib ogiio

po iu bow.

Perormance management

eiv po g b

oio o b bw iiviu objiv

o o ogiio.

a Biig ci coui, iviw

bou ipo o vig iiviu objiv

ig wi opo objiv o u

pop oig w i ig o oui. c

ig i o o po

ow w o oibu o ogiiopo ow i ip iv o

oui.

a Xox, po o o

ppi o objiv biio:

Xerox as an organisation is very ocused on people.

They look ater their people as much as they look

ater their customers, so are really well looked

ater. There are one-to-ones every month with your

manager, two appraisals per year. Constantly review

perormance What do you want to do? Where doyou want to be?

howv, w ub o o i b

po bou ioi o g i w

g po piu bou ow

uppo i o vop w i o o w

poibiii.

Career opportunities, talent and succession planning

ci o p oppouii iv

uio pig w oi wi

uib ogiio po i v o

ogiio.

I o o ui, o ov opop i w i big poi bi o

og- po, piu i p o

uio ow uov ii oppouii

o o pog. so po o po

i ppio o p op o i

ogiio w u i o v

oppouii o qui owg o i o ov o

ig v o poibii.

aiio, o o ogiio

uio po i p bu, wi io gw o i po, i o b oui

u ow ogiio. a u, po

iopio w o ii

pogio oppouii.

I u, wii wi o ogiio

vop w ou owg-ig, ogiio

ig, woo pig o ig, pop

g o b b o uib po.

o ou iuio bov, i i vi b

o i. o xp, ogiio oig povi uu o ow owg-ig

o p woo pig povi gi

iig ou wi pop g pi o

vop uio pig b bui.

ths h s h sa ou wo o pg 14 ow, w

iio o g b o uib

ogiio po p o o

ou . t w uu, ouiio,

vuio.


21/44


c

m o ou u ogiio i b

og uu i o i i ou b ib

po-ou uu w po

g o po oi ig v. a

bo o big po-ou uu i

u o upo. ti i oig

w io b po g o

w o ou u ogiio, wi o po

uggig oo po o upoig

i, I I o ig, I wo v o o ig.

t uu o ogiio i p b bviou bu-i o io g o gg. ti

bu-i o op o gg i pquii i

vopig uu ii wi oug

ig v o po. a ub o io

o ogiio w o-o o

ogiio vu. so po o

piu vu uiig big u o

ouiio iv o io g.

c

t i g g povig i ppio o iu iv

uib ogiio po ig u

bo po. cg pog ip b

io o b b b po

i i ouo o oui

o i v o xpii o i

o ogiio. I i ipo o vo i

ogiio o u w g i

ow i wi i iiviu o. o xp, w

ou po wo piv i pi o

o b o i uo i g i i ogiio o o ppi i o

uo xpi. t o i g i

biv i ou w p o job

piu wig iig.

c oiuou ouiio i o ui

o v o g. m o ou u

ogiio pob wi oio u

o b. o xp, po o

w o ioio o uo bu

w o w i o ig i io o ipov po io uu pig

iv. Upw ouiio i o ipo o

io g o b b o pu o

ogiio.

sv po ouiio wou b

o o o-uio woig, big pop o

big owg i gi w o povi

iig o i p o bui. ti o

oii viw ou v o iv gg.

assss d v

t vuio o bo po

ip o pi g pog w ou o

b b o uib ogiio po.

I i ui o v ig po u, i

o ig-v objiv, wii ogiio

ox, i o o ipov uu iio. a oou ui pi ipo o gouig

quiiv ioio o wii

quiiv, oxu ioio.

a iu w o ou ui u

ig i ow o u w o v

o o io iio opio o

ogiio. ti i ogiio iu, bu i i o

ipo o i g o b b o o

o iu wi i ow po

b ipov.

mig po vib o vo i

ogiio o owip og

po poo gg. howv, w ou

po o ow w goo po

oo i o ow w o iv o. t

vuio u u f ii o

job, o xp, ooig bo qui o oupu

qui o uo ioip vop. too

u , o u o ippopi u,

oi iovio g.

SyI u, ig o i ou o

oio wi ou u ogiio o

ou i o ip, gg

Od povi ogiig pi o uib

ogiio po.

so w bo ogiio iig w w o

ou obvio o iiviu b w

ig iig i pi o ou ouogiio? I x io, w p ix iig

g o ou po poi o

fio pi quio o ou o oi.


22/44


W ow oo bo ogiio iig

gig o ou obvio o iiviu b

w o u i pviou io. W

o iu pi ipiio bo

iig ig v o ou ou ogiio

iu i o poi o fio quio o

ou o oi. W ou b ooig o

ig o x p o , wi wi xpo

gig iig i g p.

t ix bo iig g o ou

. t :

alignment

distributedleadership

sharedpurpose

locusofengagement

balancingshort-andlong-termhorizons

assessmentandevaluation.

t iig o o ou b big

pi, o o o o o ou .

o xp, ou iig o ig o

b o ogiio ig, woo pig

o ig, owg-ig, pop g,

viio vu, og o. W iu o

iig bow i ipiio o pi. I i

ipo o o oug iig iu

p, io ip.

aaig i ovig iig o ou

i iv b uig i

p o ogiio o-oi uppo

o. aig b uppo b iv

o-uio woig o-uio owg-

ig.

I i ipo o ig o b viw oiuou

po ouo i i. aig i

bw ogiio vu wbui i ou oug iiviu bviou.

howv, ig i o i io o

ogiio iuu viou ,

po poii og ip upo og-

po. aig u o b iv bw

pou ogiio poii pi.

a ogiio ou o b viw wo

, g ow ivig i ui objiv

pupo, pi w ipig g.

Points or refection

to iv uib ogiio po

o ip g iv, ou ou oi

ou ogiio wo , ig

ipovig g o o-oiio bw iopo p. aig go bo pop o

iu iuu, po, o

wi ip og- po.

Dsd dshdiibu ip g ipo iig

o ou o ip gg.

diibu ip ivov io ig

g powig g o iov

iv uib ogiio po. Iig o io , w xuiv

o bui . mi g, wo o

v i poibiii, o g

wi uip v o po. li g o

upvio poio v, poib o

gig o-i po.

t iio oi o o ip i iii b

mizbg (2004) iiv ig wi o o

o iupiv g ogiio . a o

ii o ig b o iibu ip,w poibii uoi i vov o i

g po. ti u po

v uig o ogiio gi

objiv woig og o iv .

epowig i i g i i o

ipio o g; b bo b

bo o uib po (aio-m

ab-m 2008). t g v ii

o i ggig po o b g

o wi ogiio pupo, oug v v o b gg.

4 Wh hs s : ky sss


23/44


Points or refection

I opig iibu ip ppo, ou

ou u ogiio ig

uu wii ogiio uppo i. you

ou o oi ow i ppo wi

ogiio ox, o xp i g

o o iov i o b ig iu o

gov guio. i, ou o vu

ou g v o gg w

pow o iov.

Shd ss pupo i u iig w ou o

b oi wi bo ip gg.

a ogiio pupo i i ii, o w

i xi, go o wi i g

ou b ig (cIPd 2009). epo o

vop og (i oio) oio o bo

o ogiio o pupo o b uib

ogiio po. s pupo i

oio o p u. t i bw

ip vig o pupo vig

o pupo i i o pupo i b po woig o ogiio o bo,

o iu x o.

t ro nio libo Iiuio (rnlI) do

Uk l wo ogiio ii i cIPd

ig w i ig pupo

uu. howv, v v o g.

Wi po g b o ii wi

ogiio pupo o w b o ppi

ip i iiviu oibuio ow

wi pupo; gg wi pupo i ogi o o ogiio o.

I o o pupo o u b

o uib ogiio po i o b

ip iu. epo o o b

oug o bou i ii i i w

igu o . Ogiio o o

o o big i pupo o i o i

po f i i i iiviu objiv, o

bviou. a ogiio pupo i o ju

i o v; i oig , i iv b, ogiio bo u po

v ow uibii.

Points or refection

ti bou ow po o

o b ou ogiio pupo.

how o u ii

wi i ow o viw i oibuio o

ivig i? c ou i o iv w o

bigig ou ogiio pupo o i?

ls ao ou , bo ogiio iig

g bou ou o po gg.

mu o wo o gg u gg i wi poig ogiio. howv,

po b gg o uip v: wi

ogiio wo, wi i i g, wi i

o i job o.

t cIPd wo o pop po o

o-bou woig (sw 2007) ow

po b gg i v v

i ppio o gg; i

bo w b o po. Iiviu

b gg wi i wo igg wi ipo. Pop b gg wi i o ig

o o p o i wo i,

bu o o i gu wi b gg wi

po.

to gu gi i o gg o uppo

uib ogiio po, objiv

o uo vi, , bui ui iiviu

o b ig wi ogiio objiv

gi pioii.

Points or refection

I i ipo o ogi i v o

gg. t i i uu o gu viw

ig o iiviu, ogiio

objiv o u , g o ou

o po gg, iiviu o wi

ui og- po. W i ou

o pop gg wii ou ogiio?

W o ou o o ig i o ogiio

objiv?


24/44


b sh- d - hzst ipo o big o og i

u i ou oig i

v u ig b u ooi i.

Ogiio w o ui i po ov i

o b uu o og . t o

g o poig o o- ipiv o

g wi pig ig o og- oizo.

Ogiio u ii fxibii o po o

gig uo , bu voi -j io

wi opoi og- gi. t u o

b b o oui bo o- og-oizo o po o wo ogiio

i woig o oo uig ow

objiv.

I i pi ipo o ii i b wi

g o gi objiv pig.

coiuou oig bo o- og-

ppiv ou u ogiio i fxib

gi i gig i-iv.

Points or refectiona po ou b oug o ii

ig o og , uig i -o-

iio i i wi ogiio

objiv. W ou o o u

po b o b bo o-

og- oizo o ou ogiio?

assss d va vuio w i b o

uib ogiio po i pviou io

bu i i vi ipo o o ou b. o

xp, vuio i ii o woo

pig pop g, pooig owg-

ig big b o iv ii viio vu

w o pupo.

a vuio pp o o ou

b o og wi ou pi xg

goup, w o i i ipo o iu i o

o ou ix ogiio iig.

Wi ogiio, iuig ou ui, i i

vop bu o i oi ig

pioi. a vuio ou b oiuou

po, uig ig u vop

quiiv ig vu ogi quiiv,

oxu ioio o povi ogiio iig.

a iu u big b o o ou

ui i ow o u w o v o

o io iio opio o ogiio.a w io pviou, i i ogiio iu

bu o ipiio o i g pbii.

toug o vuio i i poib

o povi iig bou p po,

pu o ogiio p u

i ioio o ipov uu iio.

Points or refection

I vuio oiuou po i

ou ogiio? how i iig goug vuio b?

eu ou u uppo

o-uio woig o p i

ig o ig-v objiv.

I u, w biv ix bo ogiio

iig o iuio bou uib

ogiio po. W o, owv, ogi

o o i i ioio ub o

ipi bw iig.


25/44


phs wWh w w d?

hvig xi b o uib ogiio

po, w i o xpo ix bo

ogiio iig bov i o i i ou o

p o . W wi xpo iig wii

ou bo wo o ip, gg

ogiio vop. o i, w wi vop

u gui o piio o p iv uib

po i ogiio.

t x ou o oio wi o i

pig o 2010 wi ui i po o . W ow woig wi o ou u

ogiio o u uig i g w xpo

iu piu v o i ox, w

ig iu bo iig v b

i iu i i po. t iu wi o

b b i ub o ou, iuig ou pi

xg goup, ov ou o x i o.

t b iig o ou wi b u

o io vi vi g o ou

ui o p u u vop ou wo o

uib ogiio po.

Hw y k sh d k

ss?

you vii ou wbi o u ioio bou

spig uu o owo ou:

www.d..k/shh

you o ig up oug ou wbi o joi ou

ov o 5,500 hr piio o iv ou

w b iu iig oug ou

o iv pi i ou ogiio.


26/44


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success: enhancing perormance through employee

engagement. loo: dp o Bui Iovio

si. avib : p://www.b.gov.u/wwo/

po/po-gg/ix. [a

25 Ju 2010].

mIntZBerG, h. (2004) eoug ip. Harvard

Business Review. Vo 82, no 11. novb. p22.

rs
http://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_rflempngmt.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/orgdev.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/orgdev.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_empengctxt.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_empengctxt.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_employee_outlook_spring_09.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_employee_outlook_spring_09.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performance.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performance.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performance.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performance.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_employee_outlook_spring_09.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_empengctxt.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/orgdev.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_rflempngmt.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmhttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/reorg4success1004.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htm


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Peer, J. sUttOn, r.I. (2000) The knowing-doing

gap: how smart companies turn knowledge into action.

Boo, ma: hv Bui soo P.

PUrcell, J. hUtchInsOn, s. (2007) Rewarding work:

the vital role o line managers. r Iig. loo:

cIPd. [a 25 Ju 2010].

PUrcell, J., hUtchInsOn, s. kInnIe, n. (2004) Vision

and values: organisational culture and values as a source o

competitive advantage. exuiv big. loo: cIPd.

PUrcell, J., kInnIe, n. hUtchInsOn, s. (2003)Understanding the people and perormance link: unlocking

the black box. r po. loo: cIPd.

rOBInsOn, d., Perryman, s. hayday, s. (2004) The

drivers o employee engagement. rpo 408. Bigo:

Iiu o epo sui.

the scOttIsh GOVernment. (2007) Better health, better

care: action plan. eibug: t soi Gov.

avib : www.o.gov.u [a 21 Ju

2010].

sUnG, J. ashtOn, d.n. (2005) High perormance

work practices: linking strategy and skills to perormance

outcomes. loo: dp o t Iu.

sWart, J., kInnIe, n. raBInOWItZ, J. (2007)

Managing across boundaries: human resource

management beyond the rm. r io pi

po. loo: cIPd.

tOWers PerrIn. (2008) Towers Perrin global workorcestudy(20072008). Ui kigo: tow Pi. p://

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pubiio/gw/ix.&ou=gob [a 25

Ju 2010]

trUss, c., sOane, e., edWards, c., WIsdOm, k., crOll,

a. BUrnett, J. (2006) Working lie: employee attitudes

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Wii io 1 o po (pg 8) w iu ow

spig uu i o big og

wo g o wo wi v b oi

wi ivig ogiio po o ow

b io uib ogiio po.

O o wo i o vop o

ig-poig iiviu o i ou

ig-po wo pi. t wo

ib i u i bow.

th dv hh- dvds

a cIPd w v opi bo o vioig ow ogiio vu oug

pop o ipo o vopig

ig-poig iiviu. W v ow ow ig-

poig pop g bui po

oibu o boo i. t o w-ow

wo i pobb b Poo Jo Pu,

Understanding the People and Perormance Link: Unlocking

the black box. ti wo ii opo o

iio bviou. I o u goo hr pi

iv poiiv b i b i g, i

uu iv b big viio ovig vuuu, wi u i pop wiig b o po

i job o b. t wo ou:

Organisations seeking to optimise the contribution

that people management can make must develop

policies and practices that meet the needs o

individuals and create a great place to work.

However, this does not just mean copying best

practice. Organisations must create and transmit

values and culture which are unique to themselves,

which bind the organisation together, and which canbe measured and managed. HR management must

not be a stand-alone unction but be ully integrated

into the management process its contribution must

be valued.(p. xi)

ti wo w i vub i poviig vi

o oibuio o hr o boo-i po.

howv, ui i ou o po o

iiviu, ig o vi o pviou wo

o oio bw oi

gg iiviu boo-i po.

I iio, dvi Gu oi bou ow po

ouo o op, oi fxibii

wou ip o i po (Gu 2000).

Hh- wk s

t wo o ig-po woig i ou i

1990 pi o iv pop

g vop. ti i piu

ipo iv o qui i g

iio o iiviu woig uo

i. I 2005 dp o t Iu

pubi wo o ig-po wo pi ioiio wi cIPd. I i wo, sug ao

(2005) ig-po pi o

op wo pi wii :

1 ig po ivov pi o xp

-i , qui i ig/ o

op ioio

2 hr pi, o xp opii ui

po, po ppi, wo ig

oig

3 w oi pi, o xp viou

i w, i-i poii, job oio

fxib ou.

Ou cIPd u ou ub o ig-

po wo pi op i oi wi

ogiio po. I o ou ig

v i ui pquii o vopig

i o wo vio oi wi ig v

o po v o o pi ivig, pig ig ig po. I

iio, pi v o b ig wi v o

gi pioii.

I u, pop po wo

povi w o ioio gui bou

vop o ig-poig iiviu. a

i, wo o ig-po wo pi gv

iiio bou i o wo vio wou

b igi i big po. Ou go ow i o

bo o oug o x g o iiow iiviu po o i g

i i iiig wo vio o b i

io io uib ogiio po.

adx 1: bkd h sh


29/44


Ou viw o pviou io uib

ogiio po ii

o ip, gg ogiio vop

pp o pu jo g ogiio

i ipovig po ivig g. t

w ou pi ou, oug w w o

op o g o iu.

I io 2 o po w bif iou ou

w povi o u bgou

bou .

ldshOu viw o pviou io iv o

ogiio po v ip i

. I ig o io w

xuiv o bui . mi

g, wo o v i poibiii,

o g wi uip v o po. li

g o upvio poio v,

poib o gig o-i po.

Wii o ip, o wo v

iv pi io. t : ip v, o o i g o o io

.

ldsh s qd vs

t iio oi o o ip i iii b

mizbg (2004) iiv o o o o

iupiv g ogiio . a o ii

o ig b o iibu ip, w

poibii uoi i vov o i g

po.

I, iu o ou ip pop

po o o v i

ogiio iv o poii po

wi iv po. ci h (2001) ugg

ivig i vop o g pbii

v g wi b o i o iov,

wi i ipo o po.

t pop po wo o i g,

Bringing Policies to Lie: The vital role o ront line

managers in people management(huio Pu2003) o ip xi v

iiviu wi po b w

i ouiio, bui ioip b

o u, b uppo o ou i o,

ow fxibii ov ow po i; i

o wo, pow i . ti wo o ii

o o i g ip o hr poi

po ii ub o bviou wou

u i o poiiv ip o iio bviou

o iiviu po.

th s dv

aio-m ab-m (2008) o

ow i g b igi b bu

o poi bo o po i iibi

bii o iiviu o b gi fxib. aio-

m bou o o b ip i o wi po dvi Gu wo i

cIPd pubiio Voices rom the Boardroom (cIPd

2001) good people management( o

wi ogiio po) was seen to be as much

about the way ront line supervisors, team leaders and

middle managers interact with and engage with their

sta as it was about the implementation o particular HR

policies and practices. Pu huio (2007, p.14)

vo , poorly designed or inadequate policies can

be rescued by good management behaviour in much

the same way as good HR practices can be negatedby poor ront line manager behaviour.dp

g ipio ipio o hr poi

b ow o po (kii 2005).

eggig g oiv i , bi poiiv

ioip poo u.

th s ds dv

B (2006) ib ip gi

iv po. sio i iv i

vopig viio, ig ou go ppig

vu pupo o ogiio. t o ipi i po poo u. t

g poib o iig ow ogiio

wi gg wi x o ow b

ig wi b g ii. ko (2007,

2009) ib o o vop o

ug o p vop ouio o g

ogiio , big g

o b bou i i vop ig ui

io . ti i o i wo b Jo Pu

i Vision and Values (2004), w big i o

uiig pupo o ogiio i oig o b pio op o vop uiig

wo o io o g g.

adx 2: o h ky hs


30/44


B nu (2006) ipo o

uig ogiio i o p upo ,

bu wi pop bo i i po. t o

b iio, big o o iv ogiio,

iig igi ou o ogiio vu.

h P (1994) biv o

o opio, o v oig, poo

iovio gow, b ou i o b i

i gi.

a i io 2 o po, w biv

o ip i gou i oowig

upio:

Effectiveleadershipisdenedbyasetofidentiable

bviou, pii ou bii o oiv,

ipi bi ioip b o u.

Leadershipisdemonstratedbythecohesionof

ip vu ou iu gi pioii

o o pupo.

Leadershipcapabilityneedstoexistatalllevels.

et b oou ou wi bou

gg b cIPd o i

iv o po. I i g ogi

poiiv poo ogiio ou iv

o o og i i o o ou

.

Df

dpi w o wo i i ,

ub o iio o gg. Poo kitu o kigo Bui soo, wiig i cIPd

po Employee Engagement in Context(cIPd 2009),

i oow:

Engagement is about creating opportunities

or employees to connect with their colleagues,

managers and wider organisation. It is also about

creating an environment where employees are

motivated to want to connect with their work and

really care about doing a good job It is a concept

that places fexibility, change and continuousimprovement at the heart o what it means to be an

employee and an employer in a twenty-rst-century

workplace.(cIPd 2009, p.1)

ti iio i ii o o robio (2004),

wo ib gg i Iiu o epo

sui (Ies) po :

a positive attitude held by the employee towards

the organisation and its values. An engaged

employee is aware o business context, and works

with colleagues to improve perormance within

the job or the benet o the organisation. The

organisation must work to develop and nurture

engagement, which requires a two-way relationship

between employer and employee.(robio

2004, p.1)

r wo iu o gg b ubj

o gov viw. Wiig i owo o

viw ou b dvi mlo ni c

(2009), r ho lo mo, s o s o

Bui, Iu si, :

Britains economic recovery and its competitive

strengths in a global economy will be built on strong,

innovative companies and condent employees,

there has never been a more important time to thinkabout employee engagement in Britain.

Wii viw uo o i iio

o gg bu ou biv i i o

pu o po gg oow:

as a workplace approach designed to ensure that

employees are committed to their organisations

goals and values, motivated to contribute to

organisational success, and are able at the same

time to enhance their own sense o well-being.(mlo c 2009, p.9)

ti f dvi Gu viw o gg, wi i

quo i mlo viw, u o iuio

bou gg o g ou b w i i

iu, bviou, ouo o, i, .

e s dv

cIPd (2006) ugg gg b

bo po po. egg po

po b o, o i o oi ogiio o o, i v,

i o qui. mlo c (2009, p.34)

viw ui v oo i bw


31/44


gg bui ouo, ouig

ui ugg o iui, i og

o o b o bou i bw po

gg poiiv ouo.

I i u o 50 uiio, tow Pi (2008)

ou o ogiio wi ig v o po

gg oupo o wi ow v o

gg i o opig io, io

ig p . ti u o ii i bw

po gg uo iio. Wo

W 2007/2008 gob po gg uv

po i bw po gg ipo og oiio bw po

gg uo ou.

t cIPd oiio wo o gg wi ki

tu o kigo Bui soo (tu

2006). t ou gg o i o

oug o iv po i wo igig

ipiio o g. Jo Pu, wiig i

cIPd g g Refections on Employee Engagement

(cIPd 2006, p.3), :

We know rom many previous studies that this

attitude o engagement, or what is sometimes

termed aective organisational commitment, is

strongly related to positive discretionary behaviour.

h gu gg o b o g

g o p pi io o ow

gg v b job ig uu.

aig i bw iiviu iio

o, hr poii gi pioii.

W biv o gg i gou i

oowig upio:

Engagementcanbeidentiedandismanageableand

ub.

Engagementcanbeconvertedintoorganisation

po o ipo iiig o

vio g pbii.

Sustainableorganisationperformancewillbeachievedw bo iiviu o hr poii ig

wi gi pioii.

os dv (oD)t i o ou i Od, wi i poib

bo o iu o ivig.

Df oD

Ou ow iio cIPd ioip

bw Od ui po xpii, ibig

i :

A planned and systematic approach to enabling

sustained organisation perormance through the

involvement o its people.(cIPd 2008)

I i 2008 pubiio Organisation Development

and Change, cuig Wo gu Od i

iigui o o ppiio oi wi

g o o b i pi o bviou

oi p o ogiio, bu o b i i o

owg io o

o pb o pig xuig g i

uu. h Od i piv po o gig

g bupi i ppiio ou

o g-i pbii o

ogiio, big uib po.

t ub o uig ii o

ogiio vop; iu:

ODworkcontributestothesustainedhealthand

iv o ogiio.

ODworkisbaseduponrobustdiagnosisthatusesreal

o ogiio, bviou poogi

ou.

ODworkisplannedandsystematicinitsfocusand

ou o wo ogiio.

ODpractitionershelptocreatealignmentbetween

i ivii, poj iiiiv.

ODworkinvolvesgroupsofpeopleintheorganisation

o xii gg, owip oibuio.

oD s s

Giv iig o hr poio o bui p, Od i o v p o p

i vopig hr gi o i ivov i

ogiio g, ogiio uu po

gg.


32/44


t cIPd wo o g, Reorganising or Success

(2004), ii pbii ui iu i vopig

uu ogiio o igig

ii o o hr i uuig. I iio, i

wo o g poogi o (Gu

cow 2001) ipo o o hr i

vopig ogiio poiv iu

o op wi oiuou g.

W biv o Od i gou i

oowig upio:

Organisationsthatengageincontinuousreviewofi ox x pu o i o

vop fxibii poiv o p o

-gig pu.

TheprocesswillbeenhancedbyeffectiveHRthat

o o w pop

ou o pbii o ogiio.

EffectiveODwilldrivetheidenticationand

vop o ogiio pbiii.

I u, ou viw o iu bou iv

o ogiio po u o pii ou

o o ip, gg

ogiio vop. howv, w w o op

o g . toug ou w i

o bi w op

b o uib ogiio po , i o,

w big pi oi wi .


33/44


adx 3: o s sds

b ly d

bkd

t Big lo u w bi i 2004 oowig

g o nw Oppouii u couii u. I ii ppiio po

o o uig, u iibuig ou

700 iio o u o oui goup poj

ipov , uio vio. t

ogiio w iu i o o w go

b B copi i 2009, oig ig o givig

oig b, w-big i o. t

ogiio viio i o uig io

wi big ipov o ouii iv

o pop o i . I i ouo u, wi

i i ou i o ig vu uig big o ouii pop i ,

oppo o ogiio iv uig.

t Big lo u i i po o opig

iig uig ppo, wi i xuiv

ib o o guiig pioop g

pog. t iig uig op

wo wii wi po op o vu

poj, o uig ip o uig.

to i i pioop, Big lo u i o

ipi w i o bui u woo i uio o ogiio wo o

oboiv, i, ivov i iig-

gig ou wo g oio

. a iig uig ppo wi o big

bou ip uu g v b

ii big o ui ogiio u.

rsh

r w i ou wi Big lo u

bw bu spb 2009. Iviw w

ou wi io g, i g hr, ou goup w wi po. t

wi quio o w b g i

w o uib ogiio po. W ou

piu o ow iig uig ppo wi

ipov po ov og ow i

op b b o v.

s h d h wy ss

s

o i o iviw ou goup ,

oowig g b o uib

ogiio po wii Big lo u.

Organisational purpose

mo o iviw g g wi Big lo

pou pupo: big ogiio oi oipovig iv ig ivg. howv,

w o ix po o ow i pupo w

iv, wi o o w o poii pu, o

xp, o.

Understanding o the intelligent under concept

mg g w bou iig uig

op w b o iu ow i wou u i

i o ou o ouo ip. epo i

o g o , wi b bu

wo o wi uo wi vopig wo gi wi ppiio .

howv, i o op ig p

pu g pi o vuio o ouo

vop u i bou ow job o wi g.

People

O wo, pio bou w Big lo

i o o i goowi o b i o iv

i i. mg po v ig-qui

pop woig o ogiio po o

i i. epo biv pop g poiio o ig poj ip o

iv ouii.

Communication

epo v poiiv bou i

ouiio, wi ov wo v b

o, ig u o oi o ioviv

. t i xuiv i bog

ouiio i po o b iiv, big

po o i viw upw.

Career progression and talent development

c pogio vop w viw

poi b o uib ogiio po.

big ly d

bh cy c

nHS Ds d gwy

pfz (g cs) (y Wyh bh)

Sdd chd

Xx


34/44


howv, po po o

ou b. Iviw i giig xpi

wii o wou b o og- b o

ogiio, pooig fxibii, wi b b

o uppo o w xpiig

piu ig woo.

Cross-unctional working

Iviw po o-uio woig w

b o ogiio po. hvig

uig o ow uio wo og poo

i owg-ig. hr i ougig

o-uio woig i w u voppog oug g

pog.

rds

oowig o o ig, cIPd ugg

Big lo u ou u xpo oowig iu

o i:

Articulatesuccesscriteriaforbecominganintelligent

u. mu ig b uu iu g

o iio-ig, i po oubii,x o wi owg i bou w wo,

uo b.

Clearerguidanceontheimplicationsofintelligent

uig o i o iiviu po

.

Increaseopportunitiesforstafftodiscusstheintelligent

uig op i uig .

Developclearerlinesofcareerprogression,considering oppouii o po o ov oizo

bw poj .

bh cy c

bkd

Biig ci coui i g oui i euop,

poig 60,000 pop. I api 2006, i b o

g bui oio pog i Uk

o gov, pog i o vouioi

w oui iv vi o pop wo iv,

, wo i o vii Biig. t i bui

oio pog, o o wi i ex i

Pop mg. ti pog i o o

oui io uoi w pop v

o u i , ivi, g oio v pubi ipov vi. Big poib

o ivig pubi vi, oui i i pop.

to pioi i o i i g i io o

woo g.

a p o ex i Pop mg

pog, w woo o i big

ip wi i poib o op pop

po o uoi w pi uu

woo . t ou i ivii wii

o: gig pop po, ipovigpop vio, gig pop ou

uppoig pop vop. e ivi

po iio (kPI) i o po

vop viw opio po

objiv, po iio,

ii, b, ou, i gp quiig iig

iig iv.

rsh

r w i ou wii pi io

bw m augu 2009. ti o ogiio w o u i i goig oug

pio o igi g uig i-

b i o woo. t

wi quio o w o g po

biv b g i w o uib

ogiio po. a piu ou i giv

o ow po g biv woo

o wi ipov po ov og

ow wi u i o.

s h ss s


oowig g b o uib

ogiio po wii Biig ci coui.


35/44



a v o oui w goo uig

o ogiio pupo i o p

oui i i pupo. O iviw popo ,

w pop ow io wo piu...

g o oiv.

Long-term vision

I p io w g g o

g v bou w oui wi oo i i

w i w o popig

g. t w g g u

o job o, iuig o o g, wi g.Iviw poiiv bou ouio

v b o g i, ou o o

ioio ou g w wi pp i

uu. couiig o u iv woo i o o

pi ou o uoi.

Managers supporting employees through change

li g p o i bo ouiig o

po bou g wii oui w uppoig

oug o g. O g i, i i bou

gig o u g o o w vo b . mg i o oivig oug

iu pio o u ig o vi oiu

o b iv. howv, wou b o

iio iig bou ow o u uppo , pi

o wo v wo o oui o i wo .

Line managers

li g o i oivig ggig w

po o b b o po. t po

uv u v 94% o po

i ii bo u o g o wi i job.ruig, 80% o pop i ii g

i w o uu op o i.

eig-ou p o pop i i g i

uppoiv i v pob. sv-i p

ou b i g bou

o ipo o 70% i iig

vop w o uu iu wi .

Inormal learning between managers

mg po poiiv b o io

wo bi. O g o,ou iii ou ow ig wi ou ow p... ig

ioio i ig o o. I w

i i g wou b o vig

i o wo io g v o io.

Metrics

Iviw i v vig ig i

io ow wo i o b uu woo

pig. t i ug o ouo-ou,

vi-b ppo o i o i g o

v pbiii qui o o ,

ig w o o o ipov po.

t g i o u ox i io ou

w ig po , o b i o

b ip iig.

Leadership support or people management

lip uppo, o cbi mb couioa rug o io g ,

voig ipo o ex i Pop

mg pog, w ig o i

u. t uppo o hr i o gov i

o i ii oppoui o iv pop g

ow. I i i pio o g o

bi i xuiv, bu o i i

pio b qui ii ougou ogiio o

g o b b b .

Sharing knowledge and learningI w pig i vuig poj ig

ig wou b b o og- po. li

g ipo o vuig poj

ig ig bo wii o ogiio,

wi o poig oig i wii i gu

ig. sio g o i, o

poo o- o-uio ig.

Technology

a g o Biig ci coui i ou

vopig i op ou oog u.mo u, o oog wii p

io i jo g, wi It i o big

goo ou b o i b uig o

g. howv, i iu i pi o o

p poi b o w opu

poiiv.

rds

oowig o o ig, cIPd i woig o

wi Biig ci coui ooig g

vop, ow owg ig i owg i g wii oui. t cIPd wi b viig

o b ou o io o g 2 o .


36/44


nHS Ds d gwy

bkd

nhs dui Gow povi

poo ivig o pop o dui

Gow. I v popuio o 149,000, wii g

gogpi o bou 2,400 qu i. I povi

pi, oui u opi vi. li

pubi vi, i ogiio i u pu o iv

i qui, ig gov g.

nhs dui Gow b o

biiou oiio pog i i wi nhsso p B h, B c (2007),

wi wi u o ow vi

iv i -ig ipiio

o pi, ouii, p, i

ii. t v u ub o jo g

iiiiv iuig igi uuig o job o

poibiii ogiio vop

iiiiv divig di Ipov (ddI). t

i o ddI i o gg pop i ogoig ipov

po. Woig i goup, g, ii

ipov oug o o poibii o ivig i ipov

iv gg b o i .

rsh

t w i ou bw spb

Oob 2009 quio o w

b g i w o uib ogiio

po. a piu ou o i o

ow divig di Ipov goup

oibuig o buiig uu o iovio poiiv

g, wi i o og- uibii.

s h d h wy ss

s


oowig g b o uib

ogiio po wii nhs dui

Gow.


t io v og i bou

ogiio pupo, big o ipov qui o

pi xpi.

Culture

hvig uu o oiuou ipov i viw

ig o uiig po. a g o nhs

dui Gow i o ovo ppio o i

i ow wv w o ig, piu i oupio

goup v og og iii. t bo w

o u vop uu ou o

u poiiv g oppoui.

Employee engagement

a nhs dui Gow b ug

ou o wo io ivig po gg. t

ogiio wo o w i soi

Gov-iii po uv, wi op

po iu o bo i so.

t u o i uv iv b o

oug pio woop. Iu ii,

wi goup upo vi ddI

goup.

Leadership

dui Gow i uivig iibu

ip ppo w o i

poio pbii o g i

bo ii o-ii . t vu o vig

gg oio i pou b

Gov big vi o uibii o nhs.

Delivering Dynamic Improvement groups

ddI wo b ig ioio xpi oboui b uoig pob-ovig poi

o ig gg . a goup opo

o i g, g ow i o

ii i oiuou ipov pioop ougou

o ogiio.


37/44


pfz g cs bh cs

bkd

Pz (o W) Gg c i p o -

b pui op wo iio i o pp

i gob ou o ipov w-

big vg o i. t Gg c pu i

pouio i pig 1.8 biio iv

i biooog iii. I i o o g ig

biopui pu i wo. t i iu

ug ub ii wi i uu

pbii, ii o vi ojugio pi

i iii. I o iu qui u/quioo iii, oiig o booi o ig

oioig w i, i-po p, w

i pou. aou 1,200 po u wo

Gg c i: 55% o 45%

. t vg g o po i 33. I 2008

i iii pog o l oio,

wi iu 12-w ii-oio poj.

duig ou o o ivii ubi i

ov o po oo p o uppo o

bui gow.

rsh

r w i ou Gg c cpu i

Ju 2009 w i w p o W ogiio.

Iviw ou goup w ou wi io

g, i g po i dug

sub Qui t.

t wi quio o w

b g i w o uib ogiio

po, wi piu ou o ow

oio poj (i iig i o i opio po) oibuig o

b po.

s h d h wy

o i o iviw ou goup

oowig g o po b

o uib ogiio po wii Gg

c. t w u o io vop

spig uu ii o, wi i

p i i po.


mg po i bou

ogiio pupo bii o o o

pupo b uib ogiio po.

m oio o o ogiio

pupo, to ug o g pop iv, wi

o w oiv b ig ig-qui ug.

Organisational culture

rpo ig-po, ig-u

uu i u b o uib po. ti

b i Gg c -up, b io

g wo v ub o guiig piip:

i o bui ig-u wo vio b o

goo po io; ig po ivov

piipio, w ii u poii wib. mg po o ipo o ig

uppoiv vio, o w b

b o op o g, w i uu

p b bw uu uuu

w o woig. epo i i po o

ipo o big pow o g o o goo

job big uppo b g ogu

i i oo ou bou o up

op ou.

Leadershipmg po pi ipo o

og viib wi goo ipo i

oi iio-ig. Iviw oug

ogiio oib v i ,

o wo w ou iio-ig, viio-

ig, givig poiiv oug oig

b oop.

Organisation and role design

eiv, uppoiv iiv wo i

b o uib ogiio po.rpo bi ou b bo ow bw

i uio , piu bw

i wo. t o ogi o vop

o-uio o g uu o ov

g.


Po g w qu iu

i io o uib ogiio po.

epo g i w ou

wi i io g p o io o. tu wo o poj (u ipig pog

gi i o oi wibo i

pouio ) i pig wi i w ig i

ow i o i piu job o.


38/44


epo o ou b ogiio o gig

poj o pop wo ivov i o

oui wo, poig v

oi gig i ig.

Systems (eectiveness and eciency)

a gu iu, ouio g oo

ii. epo igig

ou b o u i, owi

po bi o bi g po

gg. t w og o i oiu

ipov o po g o i

i iio-ig.

Talent and development planning

t v o i ou p oppouii w

o i o uib ogiio po. a

i ov o -up w oppouii o vi

v w g o o i uiig o, i

i ipo o bo uig o w oiu

vop (u fxibii ov)

bui io vop .

Learning and developmentlig vop w o ipo

o uib ogiio po. Gg c

igi iv i vopig ip

pbii. t piipio b po i ipov

poj i o big ip b poviig

i pbiii vop. Wi iouio

o woig, ou o i vib o bo

o-iig vop bo o gig,

quiig i io ipov pig.

Lean transormation projectsI i o iviwig io g ii

oio poj v b v uu o

bui ppiv. t v p o i

pouio, ovig iii i opio

po, o wi w u o u uio

o po, w ig po o b

io o pouio iv o

opio x i uu b

big op o o ou go. li

g i bo o i poiiv bui

b o oio poj. a gow i iiig ppopi u o

ouo o p oiuou ipov g

gig b ig bw quiiv

quiiv u.

rds

oowig o o ig, cIPd o

Pz Gg c u xpo oowig

iu o i:

Provideclearerdirectiononhowperformance

wi b goig ow oui

i bw vg x

po.

Clarifywhichmetrics(forpeopleandbusiness)are

pi o io o b quiiv

quiiv u o voi ibox i.

Closethefeedbackloopsharehowemployee

uggio o ipov v b ow.

Talentanddevelopmentplanningshouldbegivena

g viib pioi p i bui

oi iouig uu pog o o-

vop oppouii.

Developmanagersunderstandingoftheemotionalside

o gig g.


39/44


Sdd chd bk

bkd

s c io o ov 150 i

big i i o wo -gowig

. t loo-qu goup po ov

70,000 pop, pig 125 ioii wowi.

I i i i bo loo hog kog o

xg. t goup iv o 90% o i

opig io po o ai, ai

mi e, g o i wo ou

big bui. I hog kog, i b opig

o 150 u ov 5,000 po.

s c og poo vu o

po gg, oig i oibuio

o bui po v i gig ooi

iu. s c iv o

gg wop uu, i wi po v

oio oio o op iio gow

o u o i ivig upio po.

rsh

r w i ou i s c, hogkog, i bu m 2009. ti o

ogiio w o u i ogiio o

v i i ivig po gg

i ui bui po. t

wi quio o w b i uib

ogiio po, wi piu ou o

po gg ow po g

wo wi i ppo o.

s h ss s


oowig g b o uib

ogiio po wii s c.

Long-term vision

epo u b viio go

ipo o oig w i ig o b i

og . I piu, i i ipo o

o v w o i, pig up w .

Customer ocus

epo ipo o uig uo

ow g ov i. I i pp

poviig x uo vi i pioi o ,

piu ou o i big i ow.

Culture

t b ig-po uu bu pi

o ig v o po o b iv

oug oio o b vu. t vu

og b i b bu o i i

oi iv oug w

o i job. Iviw ipo o big-iv oiv o u x job i

o, bu o vu o woig . epo

viw i ii bou

ipo o ig o o o b

pi. howv, ig iio po g

o b i buiig i i uu.

Top leadership

epo po op v uppoiv

o gg, ougig i i i bviou w

i i ouiio. s uiibou bo op ip i g big

ig viib o , wig foo viiig

b. t g vu i o o o,

o ju puig . epo ppi goo pop

g wo v uig o bui.

Communication

t ouiio po iv o bov

w o o p o bui i viw

b o uib po. t i

oi ouiio bou iio o b i o v. a po u

ouiio iv, wi po u o

big o o. epo bou

poiiv b o biig io o wii

b, pi bw uio. hvig io

o b o i ioio,

povi x uo vi, o iu ow

v poo gg wii i .


epo v uig o ow poi u ow po objiv o

b objiv. I o , i w i

vu; i og , pogio i vu,

w b vi o oizo.


40/44


People

epo pou o wo o s c

vu, vig o o iio

wii guii. Pop wo o iv b

vu po bo. to pog wii

b i i o bv i w oi wi

bo i x ogiio b.

Organisational design

t iz opx ix uu o b po

g i o pooig o-uio

woig ig p b wi ioio

i i o ogiio. t b o-uio woig o ipov,

wig o voi uio boig iw-ooig

big o ppi ow w o

po o o p o ogiio.

Employee engagement

epo ppi ipo o big gg,

voig i b o bo o- og-

po. t v ip i wo o

v, iiig vu o gg, wi

w o b g o w pogv w w b vou o gg

. t gg po i i pupou oo

ip, wi i g. t gg uv

i o i uoo, wi oibu o i ig

po . t ip pig po oow

uv u i ow b iiviu b o

io po o i piu , wi i u

i uii opio o gg.

rds


s c u xpo oowig

iu o i:

Providetheopportunityforemployeestoestablish

o-uio i o b ig o

owg ig xpi. hvig poi

o o bw wi o uppo

b ou o uo, big ig o

uo ioio iig.

Thehighvisibilityofleadersandmanagersaboveb v i ou big, hog kog, w

poiiv po b . I i ipo o ii

i pi poo i u wii o

o b.

Furtherexaminethewaysinwhichemployeesmake

ipo i bw gg bui

i.

Comparethedriversofbothperformanceand

gg o uu boui.


41/44


Xx

bkd

Xox o bui : O Pou,

Gpi a Gob svi. Gob svi i

ii gow gi o Xox povi

ou g pi g

ououig vi. t o gi pioi o Gob

svi ov p i o b ogi

i g pi vi ououig bui.

ti i ig opiiv bui , o qui

ou o uo vi. I 2008 Xox w poiio

i qu o G mgi Qu omg Pi svi Wowi i.

movig o gob vi o ivov vig o

wi u g opxi o uo

iv . ti o opxi i w

ou wo , wi ipiio o

ogiio pi, ip vu. rpoig o

i opxi ivov vopig xiv wo

o gob p, w vopig w i-.

rsht w i ou bw api augu

2009 ou o o o i ou

povi ou pi g

ououig vi. ti op p

bui ui wii Xox Gob svi wi i ow

, It, pog g hr. I o

u i povi poiv ioviv vi

o i ougou i o o. a

i o oio o w i o w

oug i .

t wi quio o w

b g i w o uib ogiio

po, wi piu ou o ow ig

u bui ogiio pi, iuig ip

pi, ow i uu ip o bviou.

s h d h wy ss

s


oowig g b o uib

ogiio po wii i iviio o Xox.


ao w bo g o

bui pupo: o v o uo

o vop ioviv ouio o i pi .

W p i og o pupo i

po viw o ow uiqu wii Xox opio

i. epo g pi i

pioig, woig i w w o Xox. t

pou o b ibz o Xox oui,

wi o oig o ow o i big

.

Customer ocusepo biv o iv ou

oppouii o ipov vop i

xpi, vop i owg o i

i objiv. t i og bi i

ioip i o u. dvopig ioip

o u uu iipio o gig i

u o u o o.

Business processes

t i bi o po po ii

w bui po, wi w obou poviig ui i o g ig

o uo.

Perormance measures

o g, po u bou

vig biiou poiiv objiv. Bu bui

poig i viib o vo, o owip

i g. Pop u o o bui

ip o i io o u

o bui.

Cross-unctional working

s g ii o-uio woig bo

i og Xox x wi i

p ogiio i o ivig i

pioii. ti wi viw o io g,

wo i i o uo-

i ppo Xox i ig o bui. mui-iig

i po b, ig i poib o

pop o p qui o i , buiig

wo o i iig owg bou i

o poibiii.


42/44


epo xp i o v g ppiio

o o p objiv, wi wou b

o wo og o iv. t o

ogiio o g b ig owg

i o ui po ov og .

Culture

cuu w b o uib ogiio

po. mg po o ow Xox i

i piu o uu. t i i o

ouio o ovo ob. t w u

o Xox uu i o b uu,

w pop o i i, wi io o b ipo i ig vio

b po.

Communication

Iviw w v poiiv bou i

ouiio g big op

bou w ogiio i oig o iv pu

g i x vio vig o

woo. t o u

o i uo w i ppig wi

o.

Leadership

Bo g po o pi

o vu o ip pbii, pi o

g g wo p po w io

bou g vop. G po

g ogi goo po i

i u gi oiv pop o giv i b

o.

Peopleepo o vi o oi

ioip bui up wi ogu o p v

gi o wi g o job. t

o bou o pi v i woig

w og.

rds


Xox u xpo oowig iu o i:

Enhancecross-functionalworking,learningand

vop: xpo o i w o

po o vop g i-p uig

o w i i bui o

opio iu , o o joi-

up ppo o ig po iio

i iv.

Getfeedbackfromabroaderrangeofusers.

Explorewaysinwhichprocessescanberevisedso

po v g op o iio

bviou w buiig ioip wi i

vi u.


43/44


ldsh

Ou o ip oo ibu

o ip, gi ip ip

vop. Read the actsheet

a iig wi b Bv aio-m

Jo ab-m xpo u i bw

ip bviou gg. dowo

Engaging leadership

G h bou buiig ip pbii o

g i cIPd po. Listen to podcast episode 32

e

Ou povi iouo gui o opi

o po gg. Read the actsheet

t cIPd oiio u o

gg o kigo Bui soo.

r po Creating an engaged workorce

a cIPd gui o po gg i i hr

io. Download the guide

a iig xpo vopig o

ogiio pupo o poo gg.

Read the report

os dv

Ou giv iouo gui o ogiio

vop. View the actsheet

Ou po o ogiio vop i iuio

o op ow i b pu i p i i

w i i ogiio. Listen to podcast episode 28

t cIPd pubi ooi o ogiio

vop g b J co ri

mG. Buy the toolkit

oh j cipD sh

i ou bou ou o cIPd fgip poj, nx

Gio hr, wi xi hr o i buiig

uib po, www.cipd.co.uk/nextgen

Ou po iou i xpo o o

g oppouii o hr uio o

uu. Listen to the Next Generation HR podcast

h ss h cipD

to up o wi ou oupu go owww.d..k/shsig up o cIPd -w www.d..k/dd
http://www.cipd.co.uk/subjects/maneco/leadership/leadshipovw.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/podcasts/_articles/garyhamel.htm?link=titlehttp://www.cipd.co.uk/subjects/empreltns/general/empengmt.htmhttp://www.cipd.co.uk/subjects/empreltns/general/_creating_engaged_workforcehttp://www.cipd.co.uk/subjects/empreltns/general/_creating_engaged_workforcehttp://www.cipd.co.uk/subjects/empreltns/general/_HR_directors_guide_employee_engagementhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performancehttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/orgdevhttp://www.cipd.co.uk/podcasts/_articles/_organisationaldevelopment.htm?link=titlehttp://www.cipd.co.uk/Bookstore/_catalogue/CorporateAndHRStrategy/9781843981947.htm?IsSrchRes=1http://www.cipd.co.uk/nextgenhttp://www.cipd.co.uk/podcasts/_articles/_NextgenerationHR36.htm?link=titlehttp://www.cipd.co.uk/researchhttp://www.cipd.co.uk/cipdupdatehttp://www.cipd.co.uk/cipdupdatehttp://www.cipd.co.uk/researchhttp://www.cipd.co.uk/podcasts/_articles/_NextgenerationHR36.htm?link=titlehttp://www.cipd.co.uk/nextgenhttp://www.cipd.co.uk/Bookstore/_catalogue/CorporateAndHRStrategy/9781843981947.htm?IsSrchRes=1http://www.cipd.co.uk/podcasts/_articles/_organisationaldevelopment.htm?link=titlehttp://www.cipd.co.uk/subjects/corpstrtgy/orgdevelmt/orgdevhttp://www.cipd.co.uk/subjects/corpstrtgy/_shared_purpose_organisation_performancehttp://www.cipd.co.uk/subjects/empreltns/general/_HR_directors_guide_employee_engagementhttp://www.cipd.co.uk/subjects/empreltns/general/_creating_engaged_workforcehttp://www.cipd.co.uk/subjects/empreltns/general/empengmt.htmhttp://www.cipd.co.uk/podcasts/_articles/garyhamel.htm?link=titlehttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/shapingthefuture/_leadershipreport.htmhttp://www.cipd.co.uk/subjects/maneco/leadership/leadshipovw.htm


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13c

hartereInstituteofPersonnelandevelopme

nt2010

Documents

Sustainable Organisation Performance STF Interim Report