Angela Baron and Jill MillerChartered Institute of Personnel and

Development

a.baron@cipd.co.uk

j.miller@cipd.co.uk

What is STF?

• Action research programme investigating the people, leadership and organisational practices that drive sustainable organisational performance in knowledge and/or service-intensive organisations, particularly in fast changing contexts

• Building a mass movement

• Closing the ‘knowing-doing’ gap in people management and leadership practice for building sustainable performance

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What does sustainable organisation performance involve?

• strong performance over time

• management for the long term

• adaptability to change

• integration and alignment of management structure

• continuous improvement of core capabilities

• employees as a core asset

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Objectives

• explore how high performing individuals create and contribute to high performing organisations

• show how effective HR adds value to business and drives sustainable organisation performance by leveraging value from able and motivated employees, ensuring they are given the opportunity to deploy their talent in a way that will maximise their contribution to the achievement of strategic priorities

• provide HR practitioners with the guidance, knowledge and tools to engage with business priorities, identify and meet challenges to sustainable organisation performance and understand and maximise the impact of enablers

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What are we investigating?

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Research focus

Employee Engagement

Leadership

Organisational Development

PeopleSustainable

high performance

Drive from HR and business leaders

Measurement and metrics

Emergent theme?

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Engagement assumptions

• Engagement can be identified and is manageable and measurable

• Engagement can be converted into organisational performance and the most important facilitating factors are environment and management capability

• Sustainable organisation performance will be achieved when individual effort, and HR policies and processes are aligned with strategic priorities.

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Leadership assumptions

• Effective leadership (that supports the conversion of individual effort into business performance) is defined by a set of identifiable behaviours

• These behaviours are primarily around the ability to motivate, inspire and establish relationships based on trust

• Leadership is also demonstrated by the cohesion of leaderships values around articulated strategic priorities or core purpose

• Leadership capability needs to exist at all levels © CIPD

Organisation development assumptions

• Organisations that engage in continuous review of their context and external pressures are more likely to develop the flexibility and responsiveness to adapt to fast changing market pressures

• The process will be enhanced by effective HR which constantly seeks to renew and refresh the people resource of organisations

• Effective OD will drive the identification and development of organisational capabilities

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The People and Performance Model

Ability/skill ----------------------Motivation/ Incentive----------------------Opportunity to participate

Organisation commitment---------------Motivation--------------Job satisfaction

Performance outcomes +

Front line management - Implementing - Enacting - Leading - Controlling

Discretionary Behaviour

Training and Development

Performance Appraisal

Career opportunity

Recruitment/ selection

Pay satisfaction

Job challenge/job autonomy

Team working Involvement

Communication

Job security

Work-life balance

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Key practices

• Jobs designed for stretch and challenge

• Employees empowered to manage their workload

• Sufficient flexibility for work/life balance

• Employees managed with regard to reaching potential and developing career and job security

• Promoting a high trust work environment with overarching values

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Early findings from our research

• Initiatives/change programmes to be owned by the business

• Business processes as a barrier

• Line manager behaviour is critical

• Need to balance the short and long term

• Consistency and clarity of communication

• Cross-boundary working as an enabler

• Systems approach required© CIPD

Discussion

1. How do the findings relate to your experience in your organisation?

2. How can HR help to overcome the barriers and promote the enablers?

3. What guidance and support would you like to see coming out of our research to equip you to meet these challenges?

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Thank youwww.cipd.co.uk/shapingthefuture

End of 1st year report due out in November

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