1. Department of Social Protection, Ireland
Dr. Lucy Fallon-Byrne
June 2013

2. Department of Social Protection is undertaking a four year transformation programme …
2011
2015

3. Context: Launch of new integrated service …
Our fist job though is to engage with the people of the live register and to work with them to help them, build their capabilities and put their best foot forward. – And that job is at the heart of the new intreo service. - Where unemployed people are seen as clients not supplicants, where our role in the Dept is seen as service not bureaucracy and in which the relationship between us is based on a social contract of rights and responsbilities. We will pay people an income support, we will help them to get back on their feet, we will, with your help, introdcue them to prospective employer but in return they have to keep their side of the bargain and work with us as we help them to help themselves, they must prepare a personal progression plan, they must attend regular meetings with us, they must take up any reasonable offer of training, or work placement - otherwise their payment will be reduced or even stopped.

4. 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 one-day workshop
Organisational change and development programme
Engagement and innovation programme
Culture and values review

5. Organisational Development Programme

6. Defining Core Values Strategy into Action
Developing the Vision
Clarifying and articulating a clear vision for change
Defining Core Values
Defining and agreeing the core values of DSP
Strategy into Action
Implementing the Engagement and Innovation Programme

7. 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

8. The culture iceberg Trust Commitment Discretionary effort
Transfer of functions
Change agenda
the tip of the iceberg
Public sector reform
Transformation agenda
Integration of service
Transformation news
Transformation seminars
Culture change
Discretionary effort
Engagement
Local knowledge
Well-being
Pride
Involvement
Trust
Acceptance of change
Ideas
Internalising
change
Partnership
Commitment
Local initiatives
Empowerment
Respect
Innovation
Tacit knowledge
Job satisfaction 8 8

10. Employee Engagement What is it ?
Positive attitude, passion, commitment and discretionary effort
‘Positive attitude held by the individual towards the organisation and its value’ (Robinson et al.,2004)
‘Employee’s willingness and ability to help their company succeed, largely by providing discretionary effort on a sustainable basis….Engagement is about passion and commitment – the willingness to invest oneself and expand ones discretionary effort to help the employer to succeed’ (Perrin’s Global Workforce Survey, 2003)
‘Involvement with and enthusiasm for work’ (Gallup)

11. Employee Engagement Why is it important?
Related to performance
Retention
Absenteeism
Productivity
Profitability
Customer loyalty
Safety
Disengaged employees
miss an average of 3.5 more days per year
Are less productive
Cost the US economy $355 billion per year

12. 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).

13. Employee Engagement What to do ?
Individual: Drivers
Personal attributes
Organisational context
HR practices
Managers: 5 things
Align efforts with strategy
Empower
Promote and encourage teamwork and collaboration
Help people grow and develop
Provide support and recognition where appropriate
Organisation: Ten things
Start on day one – recruitment
Start at the top – senior management commitment
Develop two-way communication
Give satisfactory opportunities for development and advancement
Ensure that employees have everything they need to do their job
Give appropriate training
Have strong feedback system
Provide incentives
Build a distinctive corporate culture
Focus on top-performing employees

14. Objectives Culture which engages and empowers staff
Commitment to change innovation and improved customer service
Achieve benefits for staff, customers and the DSP organisation

15. Working Model Engagement inputs Commitment and involvement of staff
Benefits /
Outcomes
Staff, customers and DSP
Empower
Communicate
Commitment
Effort
Change and innovation
Improved work experience
Enable
Wellbeing and job satisfaction
Encourage
Engagement
Enjoyment
Creativity
Improved customer service

16. Engagement and Innovation Structures

17. 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

18. 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

19. 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

20. Next Steps………..
Continue communication with all staff and put information on STÓR intranet site