2. A turbo charged engagement & culture change journey
Delivered by Lisa Gammack & Lisa Rigby
Organisational Development & Strategy Team
Wigan Council

3. Population 322,000 70% green space 140,000 households
85th most deprived
Employs around 4,200 staff
Wigan

4. Where we were Organisational change managed in a very traditional way
Genuinely listening to staff was not part of our culture
Focus on staff satisfaction rather than real staff engagement
Appraisal process was a source of frustration – a tick box exercise with no meaningful or positive outcome
Risk averse, innovation wasn’t encouraged or celebrated – “we’ve always done it this way”
Staff loyalty & exceptional performance wasn’t formally recognised
Limited investment in leadership & management development

5. In a nutshell: develop a different kind of leadership & conditions
Our response
Have a fundamentally different relationship with our workforce
Put staff at the heart of everything that we do
Create the conditions that unlock the capability and potential of our workforce
Empower & engage staff in transforming services and making Wigan a great place to work
Create & sustain the right culture
In a nutshell: develop a different kind of leadership & conditions

9. Our Ambition
“An engaged workforce that delivers the Deal through the BeWigan behaviours:
Be Positive,
Be Accountable,
Be Courageous

10. Back to basics
How do we help staff understand what Wigan’s vision is and the part they play?
How do we genuinely listen to staff and take on board their ideas and suggestions?
How do we translate Wigan’s story in a way that people feel proud to be part of it?
Do staff know what’s expected? How do we articulate how we do things around here?
What can we do to support staff to feel empowered to work differently and co-create the future?
How do we support leaders at all at levels to create conditions for our workforce to thrive?

12. Our Behaviours
Everyone:
Managers:
Inspire… I lead by example and help others to see the bigger picture
Be Positive… take pride in all that you do
Be Accountable… be responsible for making things better
Care… I show genuine concern for people as individuals and value their contributions
Be Courageous… be open to doing things differently
Engage … I connect with others both within and beyond the organisation
Because how we do things is just as important as what we do

15. What is it?
An engaging and interactive walk through experience… and a completely new, modern and fresh approach to learning.
It introduces the Deal for the Future and brings it to life... and helps explain why change is necessary. Our manager experience also highlights managers role in driving this.
It introduces our new behaviours and what they mean in reality... to highlight to staff they have permission to take ownership of their own engagement and development and share what we expect from a ‘Wigan’ manager.
It introduces the new tools that support behaviour change… and encourages staff to commit to action moving forward and be part of our journey.

16. BeWigan manager experience
Let’s take a peak…
BeWigan experience
BeWigan manager experience

17. Employee Volunteering Scheme BeWigan Staff Award Scheme
listen to your ideas
Employee Volunteering Scheme
BeWigan Staff Award Scheme
My Rewards online benefit platform
My Time & My Time Extra Tools
Listening into Action Programme
BeWigan Experience
BeWigan Manager Experience
Annual staff engagement survey
Loyalty Reward Scheme
Attendance Reward Scheme
Team Time
Staff Facebook Page
New recruitment approach
Greater.Jobs
Health & wellbeing programme
And lots more….

18. All against a backdrop of saving £125m since 2010
What difference has our approach made?
92% of staff feel the BeWigan behaviours are clear in explaining how they are expected to behave at work
Over 80% of staff generally understand what the Staff Deal is
92% of staff understand what the Wigan Deal is and 88% understand how the Wigan Deal is changing the way we do things as a council
Almost 80% of staff agree the council provides strong, honest and visible leadership
Customer satisfaction has increased from 41% to 65%
All against a backdrop of saving £125m since 2010

20. Lessons learnt Keep things real & simple! Be brave & experimental
Be strong & supportive leaders that walk the talk
Utilise existing talents & assets
Give employees freedom & trust to innovate
Make sure people within the organisation own the changes
Genuinely listen to your workforce & have real dialogue
Just do it!

21. Call to action. Ask those key questions…
Do staff in our organisation understand the vision and the part they play?
Do we translate the organisations story in a simple way?
Do staff know what’s expected? Are they clear on how things are done around here? Do they feel proud to work here?
As leaders, how do we show we are listening?
How are leaders at all levels supported to create conditions for staff to thrive?
How do we empower staff to work differently and co-create the future?

22. Thank you
Any questions?