1. Learning solutions to build a high performance culture in ESB David Hughes & Orla Gallagher, ESB Performance & Development 29 th June, 2016

2. 1 esb.ie What you are is what you have been, and what you will be is what you do now” “ What you are is what you have been, and what you will be is what you do now” The Buddha

3. 2 esb.ie Our Objectives today ●Share some of our L&D experiences with you  About ESB  The role of HR and L&D in ESB ●Leadership Communications Programme  Design  Delivery  Impact ●HRM for Line Manager’s Programme  Design  Delivery  Impact ●General discussion on L&D

4. 3 esb.ie Other Initiatives to Support Learning & Development HRM for Line Managers Management Development Framework Coaching (2006 – ESB Industry leader) & Mentoring CPD Accreditation Graduate Development Education Support MBA Support Performance Management & Support Newly Appointed Managers Programme

5. 4 esb.ie People Strategy 2015-2018 Partnering (Staff, Service Users, Stakeholders, Communities, Service Delivery Units) Leadership & Culture Staff Engagement Learning & Development Workforce Planning Evidence & Knowledge PerformancePerformance Workforce Optimisation Learning Organisation Safer Better Healthcare HR Professional Services / HR Processes / Technology

6. 5 esb.ie Overview of ESB ●Multi-businesses: Generation, Networks, Supply, Innovation, Central activities ●95% government owned ●70% Unionised / 30% Non Unionised ●49% generation business in island of Ireland ●1.5 million customers Electric Ireland 2015 ●€286 million operating profit 2015 (up €71 million 2014) ●Operating internationally in 100 countries world wide ●ESB Group 7300 employees 2015 ●Mix of Professionals across range of disciplines, Admin, Craft & General

7. 6 esb.ie ESB - Delivering its mission for nearly 90 Years 1927 Nation building Rural electricification Securing Ireland’s energy supply 2016 ElectricitygeneratedElectricitygenerated Competition CO 2 & market integration RealGDPRealGDP

8. 7 esb.ie ESB Strategy 2025 A Strong Diversified Vertically Integrated Utility The Five Priorities of ESB’s Strategy to 2025 An engaged and agile organisation Transformed cost structure World Class Networks GTSBusiness of Scale Our mission To bring sustainable and competitive energy solutions to all our customers Our vision To be Ireland’s foremost energy company competing successfully in the all islands market Our values (ESB FIRST) 1.For safety 2.Integrity and respect 3.Reliable and competitive service 4.Sustainable innovation 5.Teamwork SustainableInnovation

9. 8 esb.ie People Strategy 2017- Strategic Objectives Organisational Change Resourcing ESB Group Vision, Mission & Values Employee Contribution Competitive Reward Model & T&C’s Competitive Reward Model & T&C’s Flexible Resourcing Flexible Resourcing Resource Assurance Resource Assurance Dynamic IR Change Model Dynamic IR Change Model Organisation Development Strategy Organisation Development Strategy Driving a High Performance Culture Driving a High Performance Culture Increasing Workforce Engagement Increasing Workforce Engagement Valuing Employee Safety/ Health/ Well Being Valuing Employee Safety/ Health/ Well Being Building Organisational Capability Building Organisational Capability

10. Leadership Communications Programme

11. 10 esb.ie Good Conversation Relationship Grows People Engage People Respond Positively Performance Builds The Effective Conversation to build a High Performance Culture

12. 11 esb.ie Design Phase Research of academia best practice with regards Leadership Development and Communications Capability in particular Organisation Development (OD) Process with our CEO, Executive Directors and other key influencers Create shared understanding of the “As Is” and “To Be” culture / identify needs of the organisation Obtained a mandate to develop a programmed based on this shared understanding Budget analysis & approval European tender Comms Masters engaged / successful partnership

13. 12 esb.ie Positioning the Programme for Success ●Comprehensive Communications Strategy developed and delivered ●Marketing – Literature to position the program/ On line ●Collaboration with Comms Masters enhanced Programme Design ●Learning format applying academic research & knowledge of ESB employees  Reflective learning  action based learning ●General logistics planning:  Target audience identification (numbers)  Event management (Hotel tender, scheduling etc.)

14. 13 esb.ie Programme Objectives ●To enable managers to build and embed a high performance culture across ESB ●To enhance the leadership skills in ESB with a particular emphasis on communications skills ●To build an engaging management style among ESB managers

15. 14 esb.ie The New Leadership Communications Style Build conversations: ●Authentic ●Congruent ●Confident ●Assertive Recognition of: ●Thoughts ●Feelings ●Behaviours ●Handling emotions ●Listening to Understand ●Genuine Questioning

16. 15 esb.ie Design, Logistics ●Modular ●Involvement of Chief Executive & Directors ●Residential ●Group Dynamics (small group size) ●Learning Style (Action & Reflective) ●The Venue/Event – Environment (learning/networking) ●Room lay out (remove all barriers) ●Mirroring behaviours post work shop

17. 16 esb.ie Learning the skills for Effective Conversations ●Giving people basic fundamental communication skills by providing a tool box of techniques based psychological principals based on:  Transactional analyses  Listening Techniques  Questioning Techniques  Coaching Skills ●Building Core Communication Skills ●Practice new core skills (Role Play) ●Reflective learning (module 2) ●On line learning to reinforce learning

18. 17 esb.ie Evaluation of Impact Level 1 Reaction – what the participant though or felt about the development solution Level 2 Learning – the resulting increase in knowledge or capability Level 3 Behaviour – extent of behaviour and capability improvement and implementation/application Level 4 Behaviour – extent of behaviour and capability improvement and implementation/application

19. 18 esb.ie ● ROE was decided in programme design ●Evaluation’s were based on the new behaviours sought (are they taking hold or not ?) ●How was this accomplished?  Annual Survey  Annual Focus Groups (ten per year over two days)  Meeting with EDT to present findings  Senior management performance goals included effective conversations Evaluation of Impact

20. 19 esb.ie Successes Increased EDT interactionIncreased EDT interaction The Programme Performance Management Business Wide Communications Increased One-to-ones & Team Communications Networking – increased general business awareness

21. 20 esb.ie Areas for Improvement Formal Communications still too genericFormal Communications still too generic Other Organisational Factors Other Macro Environmental Factors Maintaining Momentum Difficult Conversations still a challenge Communications Flow due to organisation Structure

22. Solution 2: HRM for Line Managers

23. 22 esb.ie Other Initiatives to Support Learning & Development HRM for Line Managers Management Development Framework Coaching (2006 – ESB Industry leader) & Mentoring CPD Accreditation Graduate Development Education Support MBA Support Performance Management & Support Newly Appointed Managers Programme

24. 23 esb.ie The Story begins/ Context of programme Approved Centre

25. 24 esb.ie Blended Learning Approach Supplementary Learning Required Programme Learning

26. 25 esb.ie Programme Overview/ Content Understanding Organisations & the role of HR Recording analysing using HR Data Resourcing Talent Coaching/Mentoring Skills Supporting good practice in managing the Employment relations Work related Projects Finish Developing yourself as a HR Practitioner Supporting Change within Organisations Associated Member Graduation Project Proposal Project Benchmarking

27. 26 esb.ie Networking Opportunity – Mix of delegates Cohort 14: 2015/2016 23 Delegates Innovation BSC & Electric Ireland & NIE NetworksG&WM

28. 27 esb.ie Evaluation of HRM Programme ●Increased HR knowledge ●Succession ●Projects and assignments

29. 28 esb.ie Questions/Comments