IIP Survey results and staff ideas Hilary Crick

IIP Survey results and staff ideas Hilary Crick 22 nd March 2017

The objectives of today: Ø Recap New IIP Framework and HWB Ø On-line results 80% Aberdeen 90% Moray 60% Dundee 50% Board 10% Volunteers Ø Get your thoughts and ideas 02/10/2020 Investors In People | 2

The key changes in the Framework What Stayed the Same • Focus on leadership, engagement, people development and improvement • Continuous improvement remains both as indicator and part of the journey • Substantial amount of the content has been transferred across 70%) What is New • Two new Indicators on Structuring Work and Creating Sustainable success • Introduced Maturity levels • Introducing mandatory “survey. ” What Changed • Replacing Plan, Do Review with Leading, Supporting and Improving • Simplifying by reducing duplication • Leaders and People have replaced ‘Top Manager’ ‘People’ Investors In People | 3

Indicator 1 - Leading and inspiring people Strongly agree 35 Our leaders motivate me to achieve exceptional results 30 No answer 25 Agree 20 15 I trust the leaders in my organisation 10 5 Strongly disagree 0 Somewhat agree Our leaders clearly communicate the organisation's vision and objectives Neither agree nor disagree Disagree My organisation develops great leaders Somewhat disagree 02/10/2020 Investors In People | 4

Indicator 2 – Living the values and behaviours No answer Strongly disagree Strongly agree 40 35 30 25 20 15 10 5 0 I share the same values as my organisation Agree My organisation's values guide the way we operate and make decisions Somewhat agree My day to day behaviour reflects the organisation's values Neither agree nor disagree Disagree We challenge behaviours which are not in line with our organisation's values Somewhat disagree 02/10/2020 Investors In People | 5

Indicator 3 – Empowering and involving people I feel empowered to make decisions and act on them Strongly agree 35 30 No answer 25 Agree 20 I am encouraged to take initiative in my role 15 10 5 Strongly disagree 0 Somewhat agree I participate in decision making with others in my organisation Neither agree nor disagree Disagree I am trusted to make decisions in my role Somewhat disagree 02/10/2020 Investors In People | 6

Indicator 4 – Managing performance Strongly agree 30 My organisation's success is reliant on all of us achieving our individual objectives 25 No answer 20 Agree 15 I set my objectives with my line manager 10 5 Strongly disagree 0 Somewhat agree I am encouraged to achieve high performance Neither agree nor disagree Disagree My performance is reviewed regularly Somewhat disagree 02/10/2020 Investors In People | 7

Indicator 5 – Recognising high performance Strongly agree 30 I feel appreciated for the work I do 25 No answer 20 Agree 15 My organisation has a flexible approach to recognition and reward 10 5 Strongly disagree 0 Somewhat agree I/my team are consistently recognised when we exceed expectations Neither agree nor disagree Disagree Somewhat disagree 02/10/2020 I/my team receive higher levels of recognition and reward for higher levels of performance Investors In People | 8

Indicator 6 – Structuring work Strongly agree 35 My work is interesting and uses my skills and capabilities 30 No answer 25 Agree 20 15 My role allows me to develop the skills needed to progress 10 5 Strongly disagree 0 Somewhat agree My role is structured to allow me responsibility Neither agree nor disagree Disagree Our roles are structured to enable us to work well together Somewhat disagree 02/10/2020 Investors In People | 9

Indicator 7 – Developing capability My organisation believes it is important that we all learn and develop our capability Strongly agree 30 No answer 25 20 Agree I develop my capabilities to reach my full potential 15 10 5 Strongly disagree 0 Somewhat agree I have every opportunity to grow my capabilities to be the best I can be Neither agree nor disagree Disagree Somewhat disagree 02/10/2020 People are selected for roles in my organisation based on their proven capability Investors In People | 10

Indicator 8 – Continuous improvement Strongly agree 30 We are always seeking new ways to improve 25 No answer 20 Agree 15 I look for improvement ideas from within and external to my organisation 10 5 Strongly disagree 0 Somewhat agree I can experiment without feeling worried about making mistakes Neither agree nor disagree Disagree Somewhat disagree 02/10/2020 I am responsible for improving the way we do things Investors In People | 11

Indicator 9 – Creating sustainable success No answer Strongly disagree Strongly agree 50 45 40 35 30 25 20 15 10 5 0 My organisation has a plan for the future to ensure our continued success Agree My organisation is a great place to work and has a bright future Somewhat agree My organisation embraces change to create a sustainable future Neither agree nor disagree Disagree Somewhat disagree 02/10/2020 A positive relationship with the community is key to my organisation's continued success Investors In People | 12

IIP: Health and Wellbeing Award Indicators 1 -3 at Developed plus:

Group discussion 4 Groups: • Try to work with people you don’t work with • Appoint a scribe and a presenter • You have 45 minutes 1. Leadership: How can NESS develop great leaders and your views on people being selected for roles based on proven track record 2. Continuous Improvement: How can we ensure we can experiment without fear and all be responsible for improvements 3. Recognising High Performance: Where does that recognition come from and what more are you looking for 4. Health and Wellbeing: What is the strategy and how could/should your approach be improved 02/10/2020 Investors In People | 14

Results of group discussion on leadership • Debate on leadership v management and realisation that in IIP speak we are looking at everyone being a potential leader • Belief that leadership skills do not go with role, job title or process • Succession planning is happening but not everyone aware • Internal promotion and appointments could/should be more transparent • Communication is key to transparency 02/10/2020 Investors In People | 15

Results of group discussion on continuous improvement • People reacted negatively to the work experiment and so decided to replace with innovate • Belief that to be innovative you need to be fully supported and listened to – which is part of NESS culture • Agreed individuals and teams have a responsibility for continuous improvement • Desire to encourage colleagues to: o Use their voice o Think outside the box o Share with and learn from colleagues 02/10/2020 Investors In People | 16

Results of group discussion on recognising high performance • Debate on what is meant by High Performance • Desire to agree what HP looks like – maybe a topic for teams? • Concern that rewarding HP may be divisory – note from me to say not if you agree what HP really is! • Belief that 1; 1 s are currently used to recognise HP • Thoughts on Long Service Awards being extended beyond 10 years • Real belief that it is feedback from Service Users that counts. Followed by thoughts that this could be better communicated 02/10/2020 Investors In People | 17

Results of group discussion on Health and Wellbeing Belief that NESS is: • Creating positive outcomes on Physical and Psychological Wellbeing • Engaged and achieving on Social Wellbeing • Creating a positive culture that cares for and looks out for its people • Excellent in regard to lone worker support & policies Suggestions to improve: • Water in Dundee • Swop biscuits for fruit • Encourage walking – targets, inter team competition challenge • Provide opportunities to enhance awareness of psychological matters • Ensure Support & Supervision is approachable and encourages openness 02/10/2020 Investors In People | 18