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www.hiddeninsights.co.uk
Positive Change from Within
Building better HR from the inside out
www.hiddeninsights.co.uk
Collective nouns
A murder of crowsA charm of goldfinches
A watch of nightingales A bevy of quail
http://www.britishbirdlovers.co.uk/articles/collective-nouns-for-birds
www.hiddeninsights.co.uk
Two storiesPlease be aware of your reactions as you hear them
Dianne Lambdin Liz Newman
www.hiddeninsights.co.uk
Listening - venting – sharing
imagining - taking action
Do Lab at BE
Q: What was most useful?A: Getting to move somethingforward and be proactive without the management hierarchy proving a problem.
www.hiddeninsights.co.uk
Reactions?
www.hiddeninsights.co.uk
Use data to identify initial
start points
Find where there is energy to do something
Engage groups around the issue
Define what success looks like
for key stakeholders
Check data, talk to people, collect
stories
How do they do it?Can others do it
too?
Design ways to teach each other
Is anyone succeeding
already?
Check if it’s working
What do we want to achieve?
www.hiddeninsights.co.uk
“Ownership not buy-in”
“Act our way into a new way
of thinking”
“Don’t decide about me,
without me”
“There are solutions we can
find today”
“Data is my friend”
Hidden Insights® key
principles make the difference
“Keep the faith and believe the
best”
“The group is the guru”
www.hiddeninsights.co.uk
Delivers for the long term
www.hiddeninsights.co.uk
How?
What?
Why?
www.hiddeninsights.co.uk
Finding more time for Hertfordshire Adult Care Services
• Time savings between 1 and 2.5 hours per person per week in completing case records.
• Referrals Management team save about 5 – 30 minutes for each equipment list.
• Social workers save between 5% and 30% of a day in dealing with incoming phone calls
• Increased flexibility enabling a higher level of referrals to be dealt with in spite of a flu epidemic amongst the teams.
• Removed a step in the procedure for adaptations for Council tenants, cutting out the need for them to be put on one of three waiting lists
www.hiddeninsights.co.uk
Hidden Insights v traditional change
(self) transformation for leaders and professionals
From To
Expert Facilitator/Seeker
Teacher Student
Know the answers Ask the right questions
Position of Power Stance of Humility
Outside looking in Inside looking out
“Plug & Play” Treasure Hunt
www.hiddeninsights.co.uk
Sustainable culture change from the inside
www.hiddeninsights.co.uk
Changing relationships in and with communities
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Foundation phase learning
Network mappingStakeholder analysisGroup engagement
Data collection and analysisProblem definition
Planning and organising
NetworkingPresentationsFacilitationBuilding rapport/empathyLanguage and influencingDeep listening/ understandingCollaboration and team-work
Tools and techniques Skills
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Delivers
• “It helps people to decide for themselves to behave in the way that we as leaders would like them to….” – Graeme Gordon, Director of Strategy, Southwark Council
• “As an experienced local government officer, I’ve seen Hidden Insights in action and it works” – Ian Lycett, Chief Executive, Gosport Borough Council
www.hiddeninsights.co.uk
An integrated approach to:
Leadership development
Service improvement and redesign
On the job learning and behaviour change
Inter-agency co-operation
Talent development and management
Staff engagement through action
www.hiddeninsights.co.uk
Hidden Insights and HR
• How could you use Hidden Insights in a strategic way to do more with less?
• How can this way of working help HR to prove its value to the organisation?
