www.voltedge.ie

www.voltedge.ie

• Honours Degree, Psychology, Trinity College Dublin• Behavioural Psychologist/Senior Child Care Worker• Fellow of Chartered Institute of Personnel and Development, CIPD• Human Resources positions (Ireland and International), Ericsson,

Glaxo Wellcome, Marconi,• Nabi Biopharmaceuticals, Norwich Union International etc.• HR Consultant 2006 – present• Currently Partner in Voltedge Human Resource Consulting• Honorary Secretary, CIPD Ireland

Joyce Rigby-Jones BA. Mod, FCIPDRigby-Jones BA Mod, FCIPD

www.voltedge.ie

Voltedge HR Consulting

Voltedge - created by two highly regarded HR Professionals, over 35 years experience in the People Management in Ireland and internationally.

Voltedge - all sectors , customised services, SME and larger organisationsVoltedge a comprehensive consulting service

full outsourced HR services, strategy and management development, private and public sector HR support, performance management and best practice advice. Leadership advice and development

Voltedge Start-up suite of services (incubation centres eg: Nova UCD)

www.voltedge.ie

Housekeeping• Working lunch at 12 noon• Mobiles/pagers off/on silent• Break at 1.30PM for 10 minutes• Interaction/participation• Your attention and input

www.voltedge.ie

Our focus today: Current HR issues for HSE West Practices and Trends, employment legislation update Leadership trends Summary and actions

www.voltedge.ie

Successes!

• Absenteeism project• Letterkenny Hospital – crisis management excellence• Pro-active, not reactive – pilots for reform within HSE• Driving performance management culture (PMDS)• Engaged and empowered• Constantly changing …..• ……

www.voltedge.ie

www.voltedge.ie

www.voltedge.ie

www.voltedge.ie

www.voltedge.ie

Irish Times, 23rd January 2014:

The HSE has established a new assurance group aimed at assisting managers in the health services

Maximise savings under the provisions of the Haddington Road agreement ‘Significant enablers and provisions’ to extract savings and reduce the overall cost

base ‘Review current service delivery model to ensure that managers are making the best

use of provisions’ Details include work practice changes, systematic reviews of rosters, skill mix and

staffing, additional working hours, increased use of redeployment

www.voltedge.ie

Current Issues• CRC legacy• Haddington Road Implementation• Increase services, decrease spending...• Savita Halappanavar legacy

www.voltedge.ie

Practices and Trends – news from the Courts

• Return to High Court Injunctions - Kelly vs Minister for Agriculture

• Bullying and Harassment- still alive and well – Browne v Minister for Justice

• Returning to work after maternity – offer of similar employment • Fixed term contracts in the Public Sector – Arts Council v

Harte, HSE v Sallam

www.voltedge.ie

Capability and Sickness Absence

• HSE West excellent work on absenteeism• Fair termination where there is no suitable alternative

employment on return to work (Reardon v St. Vincent’s Hospital)

• Showing a ‘need’ to dismiss - McGrane v the Mater Private Nursing Home

• Annual leave entitlement when on long-term illness

www.voltedge.ie

Reform in Workplace Relations

Vision: To deliver a world-class workplace relations service that serves the needs of employers and employees and provides maximum value for money

• Early Resolution Service (ERS)/Mediation• Eliminate multiple cases ‘forum shopping’• Mediation –being embraced by public and private sector

www.voltedge.ie

European Issues

Work-related Emails:• German Labour Ministry ban on managers phoning or

emailing employees out of office hours except in emergencies

www.voltedge.ie

Social Media

• Pre-employment background checks• Use of Facebook, LinkedIn Blokker case 2012• Bullying and harassment on-line• Twitter• BYOD (bring your own device)• Employee Handbook Policies

www.voltedge.ie

Whistleblowing

• Protected Disclosures Bill, 2013• Fallout from PAC?

www.voltedge.ie

Consider

• Business and healthy employees• Implementation of redundancy and sick pay

programmes• Engaging with employees – management training• Performance management – consolidating to lower

levels

www.voltedge.ie

www.voltedge.ie

“Leadership is the art of getting someone else to do something you want done

because he wants to do it”. – Dwight Eisenhower

www.voltedge.ie

Trends

• Coaching – key leadership development tool (both internal and external coaches Public/Private) – choice

• Bullying- not the usual profile anymore• Diversity- female representation at senior level (IOD report)• Develop our people and maximise their capabilities• HR is core to the transformation process• Information/Communication/Consultation/Transparency

www.voltedge.ie

LEADER COACHING PROCESS

ALIGN with the organisa-

tion

DESIGN the Coaching Plan

ACCELERATE per-formance

ASSESS coaching effect-

iveness

Coach choice/fit

www.voltedge.ie

www.voltedge.ie

How Leaders Drive Workforce Performance

Right Management (international organisation) Survey on Engagement of >28,000 employeesAcross 15 countries globally including public sectorResults: Significant correlation between leadership and employee

engagement However …. Less than half of nearly 30,000 employees rated

their immediate managers and senior leaders as effective

www.voltedge.ie

Leadership Development Trends (Private Sector)

• Corporate Governance • 360 degree feedback• Personal/Professional development• Dynamic business strategy/financial acumen

www.voltedge.ie

Top 10 Engagement Drivers:

» Work processes

• Learning and development opportunities• Culture• Senior leaders• Communication• Structure, roles and capability• Recognition and reward• Customer focus• Strategy• Immediate Managers

www.voltedge.ie

Engagement Drivers for Senior Leadership

• Value Employees• Lead by Example• Have the capability to make my organisation successful• Are visible to employees• Encourage feedback across the organisation• Ensure that projects are completed• Behave consistently with organisation values• Communicate effectively about change in organisation• Implement change effectively in organisation• Respond appropriately to changing external conditions• Make decisions consistent with organisation’s strategy

www.voltedge.ie

Best Practice Recommendations

Senior Leaders– Show that you value employees– Have a strategy reflecting core values employees can

identify with– Implement the organisation’s strategy effectively– Communicate strategy to employees clearly– Implement organisational change effectively

www.voltedge.ie

Best Practice Recommendations

Immediate Managers: Facilitate discussions with employees about their career Help employees understand the link between the work they do and the

strategy Provide employees with the support they need to do their jobs well Manage work processes effectively Focus on developing people

www.voltedge.ie

Future developments………….

• Think big, Act ‘small’• Women progressing at senior levels• ‘Fitness for growth’ – how do we know

what to do when the economy and purses start easing? (Booz 2013 Fitness for Growth Report)

www.voltedge.ie

‘Fit for Growth’?• Clear correlation between the Fit for Growth

Index and market performance (Booze report 2013)

• High-performing organisations tightly link their growth and cost agendas

• Few companies are ready to grow• Companies fall into set of 5 archetypes with

common characteristics

www.voltedge.ie

Strategy & Way to Grow

Strategic Clarity and Coherence

Resource Alignment Supportive Organisation

• Clearly articulated and coherent strategy

• Sustainable capabilities for growth

• Presence in critical product, market and customer segments

• Lean cost structure in low-criticality areas

• Proactive and tailored cost reduction actions

• Systematic investments in differentiating capabilities

• Organisational structure that is tied to the basic characteristics of the business

• Coherent and supportive incentives, smart decisions, skill sets, culture

www.voltedge.ie

Most Important Drivers ofPerformance

Strong Impact Items Starting Questions for ManagersStrategic Clarity:Coherent Strategy

Is the strategy reflected in a clearly stated list of organisation-wide strategic priorities?Is the strategy well-documented?

Resource Alignment:Systematic Investments in differentiating capabilities

Is there an objective and disciplined resource allocation process that focuses on strengthening differentiating capabilities?

Supportive Organisation:Speed and Decisiveness in response to market or internal challenges

Does the organisational structure enable nimble governance?Are mechanisms in place to enable cross-business unit collaboration?Is the organisation efficient, flexible and lean?

www.voltedge.ie

5 Different Styles – Which fits us?

• ‘Strategically adrift’• ‘Distracted’• ‘Capability Constrained’• ‘In the Game’• ‘Ready for Growth’

www.voltedge.ie

Actions from this meeting

• Haddington Road continued implementation• HR initiatives• Leadership progress• Piloting future projects• ……

www.voltedge.ie

Thank you for your time and input to this session

www.voltedge.ie