1. Positive Change from Within
Building better HR from the inside out

2. Collective nouns A murder of crows A charm of goldfinches
A watch of nightingales
A bevy of quail

3. Two stories Please be aware of your reactions as you hear them
Dianne Lambdin
Liz Newman

5. Do Lab at BE Listening - venting – sharing imagining - taking action
Q: What was most useful?
A: Getting to move something forward and be proactive without the management hierarchy proving a problem.

6. Reactions?

7. What do we want to achieve?
Find where there is energy to do something
Engage groups around the issue
Use data to identify initial start points
Check data, talk to people, collect stories
Is anyone succeeding already?
Define what success looks like for key stakeholders
How do they do it?
Can others do it too?
Design ways to teach each other
Check if it’s working

8. “Don’t decide about me, without me” “Ownership not buy-in”
“Data is my friend”
“Act our way into a new way of thinking”
Hidden Insights® key principles make the difference
“The group is the guru”
“There are solutions we can find today”
“Keep the faith and believe the best”

9. Delivers for the long term
Changes behaviour
Unlocks hidden insights – what is working now
Builds and improves relationships; shared understanding of a problem

10. What?
How?
Why?

11. Finding more time for Hertfordshire Adult Care Services
Time savings between 1 and 2.5 hours per person per week in completing case records.
Referrals Management team save about 5 – 30 minutes for each equipment list.
Social workers save between 5% and 30% of a day in dealing with incoming phone calls
Increased flexibility enabling a higher level of referrals to be dealt with in spite of a flu epidemic amongst the teams.
Removed a step in the procedure for adaptations for Council tenants, cutting out the need for them to be put on one of three waiting lists

12. Hidden Insights v traditional change
(self) transformation for leaders and professionals
From To
Expert
Facilitator/Seeker
Teacher
Student
Know the answers
Ask the right questions
Position of Power
Stance of Humility
Outside looking in
Inside looking out
“Plug & Play”
Treasure Hunt

13. Sustainable culture change from the inside
Agility, effectiveness
responsiveness
Capacity, capability, resilience
Commitment, engagement, collaboration

14. Changing relationships in and with communities
Trust
Building confidence and skills together
Working with and through networks and “unusual suspects”

15. Foundation phase learning
Tools and techniques
Skills
Network mapping
Stakeholder analysis
Group engagement
Data collection and analysis
Problem definition
Planning and organising
Networking
Presentations
Facilitation
Building rapport/empathy
Language and influencing
Deep listening/ understanding
Collaboration and team-work
Foundation phase learning

16. Delivers
“It helps people to decide for themselves to behave in the way that we as leaders would like them to….” – Graeme Gordon, Director of Strategy, Southwark Council
“As an experienced local government officer, I’ve seen Hidden Insights in action and it works” – Ian Lycett, Chief Executive, Gosport Borough Council

17. An integrated approach to:
Service improvement and redesign
Leadership development
Talent development and management
On the job learning and behaviour change
Staff engagement through action
Inter-agency co-operation

18. Hidden Insights and HR
How could you use Hidden Insights in a strategic way to do more with less?
How can this way of working help HR to prove its value to the organisation?