1. Shaping the Future Research and Engagement Programme Linda Holbeche 1 © Scottish Branch Presentation 08/09 Oct 08

2. Overview History Programme How can you be involved? Questions 2 © Scottish Branch Presentation 08/09 Oct 08

3. Not just conventional research… Future-focused, geared to fast-changing context Closing the implementation gap –using research to drive performance into practice and vice versa Not only HRM theory but also a variety of other disciplines, including strategy, leadership and organisational development No perfect ‘one-size-fits-all’ formula for high performance Test conditions where real experimentation can take place Practical/learning support to organisations taking part - leadership and organisational development Progress will be measurable – use of good analytics to establish causality and impact 3 © Scottish Branch Presentation 08/09 Oct 08

4. “This could be the biggest break-through in establishing the value of HR in the twenty-first century” Tim Miller, Standard Chartered Bank 4 © Scottish Branch Presentation 08/09 Oct 08

5. Creating a movement … We want to encourage and enable experimentation, shared learning and the vigorous translation of effort and energy into projects that count, that drive forward competitive advantage, sustainable business success and employee wellbeing. i.e. HR professionals and managers at all levels energetically embarked on the quest for sustainable high performance in their organisations, using research to inform practice and vice versa. 5 © Scottish Branch Presentation 08/09 Oct 08

6. Engagement 6 © Scottish Branch Presentation 08/09 Oct 08

7. Questions we are seeking to answer What do we mean by sustainable high performance and its components, given the context of ongoing change? How does driving forward key aspects of people/organisational practice contribute to sustainable high performance? What can we learn about, and from, the forms of HRM/OD practice which make most difference in specific contexts? What does this tell us about what HR leadership consists of in practice? 7 © Scottish Branch Presentation 08/09 Oct 08

8. Work strands A ‘ground-up’ theory-building process, looking at the drivers and nature of sustainable high performance in specific contexts as well as Testing existing hypotheses about sustainable high performance, including causal links between organisational culture, employee engagement and sustainable performance 8 © Scottish Branch Presentation 08/09 Oct 08

9. High performance theories 1980s -Competitive advantage, business strategies ‘Excellence’ theories, followed by culture failure theories 1990s -Long-lived and enduringly successful organisations Improving operational and cost efficiencies Learning as source of sustainable advantage Flexibility and responsiveness – The ‘agile’ company 9 © Scottish Branch Presentation 08/09 Oct 08

10. The agile company is… Obsessed with providing customer value – prepared to put in significant effort to establish exactly what it is that their customers want, and then putting those things first Dynamically networked – the organisation needs to be at the centre of a number of interacting networks to enable it to gather knowledge and use expertise quickly and as well as possible Rigorously focused on creating value through knowledge – the organisation will be learning and focused on new learning at all times Continuously adaptive, able to change its way of working in order to deliver optimum value to customers and to do so at a moment’s notice Ruthlessly decisive – must be prepared to dispose of parts of itself that do not contribute to the goal of providing optimum value 10 © Scottish Branch Presentation 08/09 Oct 08

11. High performance theories – the 00s People as the source of competitive advantage ‘The importance, and nature of effective leadership Focus on transformational leadership theories in UK Reputation and risk Growing importance attached to sustainability Increasing questioning of role/value of change in raising performance Increasing focus on meaning and purpose 11 © Scottish Branch Presentation 08/09 Oct 08

12. HPO literature themes 12 © Scottish Branch Presentation 08/09 Oct 08

13. A high performance organisation has: The ‘right’ strategies The ‘right’ purpose and philosophies The ‘right’ products and services The ‘right’ relationship with customers The ‘right’ leadership and followership The ‘right’ level of engaged performance from a skilled, motivated, energised and committed workforce 13 © Scottish Branch Presentation 08/09 Oct 08

14. Characteristics of a sustainably high performing organisation Adaptable and change – ready Enables innovation and is knowledge – rich Boundary less Stimulates individuals to higher levels of performance A great place to work Values-based Linda Holbeche 14 © Scottish Branch Presentation 08/09 Oct 08

15. A high performance culture needs Appropriate management and leadership Flexibility built in Employee value proposition Empowerment and accountability 15 © Scottish Branch Presentation 08/09 Oct 08

16. Working Model 16 © Scottish Branch Presentation 08/09 Oct 08

17. Programme progression Phase 1Phase 2Phase 3 In addition to the collection of core data, organisation-specific research will be conducted. The exact scope of this research (or guidance) will depend largely on the organisations’ wants and needs. We will establish cross- organisational learning sets comprising HR and other leaders from the case study sites. Involvement of our Branches and CIPD College Centres – both academics and students. Learning sets and networks enable ongoing sharing of learning and practice between organisations in ways which can benefit all concerned. Sets will provide support and challenge to each other in progressing their various initiatives. Interim reports and toolkits Metrics – analytical tool which can be used for predictive purposes Range of events during the project, as part of the consultation project, national launch event and discussions to disseminate the findings Speaking at conferences to further disseminate findings. Final Report and executive summary 17 © Scottish Branch Presentation 08/09 Oct 08

18. Not only a final report … We want to build a rich framework of tools, elements and insights which practitioners from every sector can contribute to, and draw from. Outputs and engagements will be continuous – articles, discussion groups, seminars, large-scale events as well as the learning sets for participants in the core programme itself. Tools and insights will be made available as we develop and test them. 18 © Scottish Branch Presentation 08/09 Oct 08

19. Outputs - examples Development process for participants, HR Leaders and for wider HR community Input to professional standards and public policy Metrics – analytical tools which can be used for predictive purposes Detailed case studies of participating organisations Significant articles, book, reports, conferences, media coverage New tools for practitioners Enhanced HR practice, impact and reputation 19 © Scottish Branch Presentation 08/09 Oct 08

20. Engaging with STF Join the practice movement – Large-scale meetings Sector and theme networks Web community Try things out and let us know Spread the word! 20 © Scottish Branch Presentation 08/09 Oct 08

21. The STF Team Programme Director – Linda Holbeche Research Lead – Christina Evans Engagement lead – Steve Crabb Metrics project – Angela Baron Web content and international – Frances Wilson Programme Manager – Gaylin Jee Research Assistant –Jill Miller Programme administrator –Nicola Peachey 21 © Scottish Branch Presentation 08/09 Oct 08

22. shapingthefuture@cipd.co.uk Further thoughts 22 © Scottish Branch Presentation 08/09 Oct 08