Department of Social
Protection, Ireland
Dr. Lucy Fallon-Byrne
April 2013
Department of Social Protection is undertaking a
four year transformation programme …
Context: Launch of new integrated service …
Context
• Major transformation programme underway
• Integration of services and merger of three separate organisations
• Pathways to work, ambitious policy agenda
• Unprecedented increase in demand for Department’s services
• New integrated and enlarged organisation of 7,000 staff
• Staff Survey: Engagement and involvement key elements of the action plan
in response to the staff survey
• Engagement workshop : programme based on recommendations from oneday workshop
• Organisational change and development programme
• Engagement and innovation programme
• Culture and values review
Culture and Values Review
•
•
•
•
Review and clarify the organisation’s values and culture
Identify and agree core values
Understand and define our culture
Put the organisation’s core values at the heart of everything we do
Our shared beliefs and values that guide the way we think and behave
The personality and character of the organisation
What we do when nobody is looking
The culture iceberg
Transfer of
functions
Change agenda
the tip of the iceberg
Public sector reform
Transformation agenda Integration of
Transformation news
service
Transformation seminars
Discretionary effort
Well-being
Involvement
Ideas
Internalising
change
Engagement
Local knowledge
Pride
Acceptance of
change
Partnership
Local initiatives
Job satisfaction
Culture change
Trust
Commitment
Empowerment
Innovation
Respect
Tacit knowledge
Objectives
Culture which engages
and empowers staff
Commitment to change
innovation and improved
customer service
Achieve benefits for
staff, customers and the
DSP organisation
8
Engagement and Innovation
Overwhelming evidence : some examples
Empowerment:
Multiple studies linking empowerment-enhancing strategies with improved organisational performance
including innovation performance (Spreitzer, 1995; Conway and McMackin, 1997; Read, 2000; Black
and Lynch, 2004; Lynch, 2007; McLeod and Clarke, 2009; Subramony, 2009).
Spreitzer (1995) conceptualises empowerment as constituting four dimensions ability, autonomy, impact
and significance, the first reflecting ability and the latter three reflecting opportunity
Positive relationships:
Overwhelming evidence that positive relationships and encouragement from managers are very
important elements of innovation climate (James and James, 1989; Amabile, 1993; Anderson and
West, 1998; Shipton et al., 2006; Patterson et al., 2005; Hunter et al., 2007).
Energy and vigour:
Positive relationships also create greater levels of energy and vigour in organisations (Spreitzer and
Sutcliffe, 2007). Vigour and dynamism are very closely linked and this allows for greater adjustment
to rapid change and innovation (Bruch and Ghoshal, 2003; Cross et al., 2003).
Working Model
Engagement
inputs
Commitment and
involvement
of staff
Benefits /
Outcomes
Staff, customers
and DSP
Empower
Communicate
Commitment
Effort
Change and
innovation
Encourage
Enable
Engagement
Enjoyment
Creativity
Wellbeing
and job
satisfaction
Improved
work
experience
Improved
customer
service
10
Engagement and Innovation Structures
Strategic Leadership Team
SLT
Chaired by SG
Regional Leadership Teams
RLT
Dublin (Chaired by Assistant Secretary)
North (Chaired by Assistant Secretary)
South (Chaired by Assistant Secretary)
Headquarter Leadership Teams
HLT
Customer Facing (Chaired by Assistant Secretary)
Support Functions (Chaired by Assistant Secretary)
Policy Areas (Chaired by Assistant Secretary)
Project Leadership Teams
PLT
Timebound Specific Projects – Chaired by or Reporting to Principal Officer
Divisional / Sectoral / Local
SLT Projects
Timebound Specific Projects
Reporting to the SLT
Strategic Leadership Team (SLT)
• Provides leadership and direction
• Oversight and evaluation role to ensure Programme
adds value
•
•
•
•
Chaired by the Secretary General
5 Management Representatives
8 Union Representatives
3 staff members
Regional Leadership Teams (RLTs)
Headquarter Leadership Teams (HLTs)
•
•
•
Provide a focus for engagement and innovation activities at
Regional and HQ level.
Sets up regional projects and/or nominate projects at a
divisional, HQ and local level.
Chaired by Assistant Secretaries covering Dublin/Leinster,
South/East, North/West, HQ Client Facing, HQ Support
Services, HQ Policy Areas
Project Leadership Teams
(PLTs)
• Operate in divisions, local offices, sections
and policy areas.
• Focus on business, innovation and staffing.
• Project-based and time bound.
• Project topics – nominated by DM/PO or by
the Regional Leadership Team/Headquarter
team
Next Steps………..
Continue communication with all staff and put information on STÓR intranet site
Question ?
‘To a substantial degree, managers now “get it”
and do not have to be persuaded that the
quality with which they manage the workforce
has strategic impact.’
(Becker & Huselid, 2006)