2. Angela Baron and Jill Miller Chartered Institute of Personnel and Development a.baron@cipd.co.uk j.miller@cipd.co.uk

3. What is STF? Action research programme investigating the people, leadership and organisational practices that drive sustainable organisational performance in knowledge and/or service-intensive organisations, particularly in fast changing contexts Building a mass movement Closing the ‘knowing-doing’ gap in people management and leadership practice for building sustainable performance © CIPD

4. What does sustainable organisation performance involve? strong performance over time management for the long term adaptability to change integration and alignment of management structure continuous improvement of core capabilities employees as a core asset © CIPD

5. Objectives explore how high performing individuals create and contribute to high performing organisations show how effective HR adds value to business and drives sustainable organisation performance by leveraging value from able and motivated employees, ensuring they are given the opportunity to deploy their talent in a way that will maximise their contribution to the achievement of strategic priorities provide HR practitioners with the guidance, knowledge and tools to engage with business priorities, identify and meet challenges to sustainable organisation performance and understand and maximise the impact of enablers © CIPD

6. What are we investigating? © CIPD

7. Research focus Employee Engagement Leadership Organisational Development People Sustainable high performance Drive from HR and business leaders Measurement and metrics Emergent theme? © CIPD

8. Engagement assumptions Engagement can be identified and is manageable and measurable Engagement can be converted into organisational performance and the most important facilitating factors are environment and management capability Sustainable organisation performance will be achieved when individual effort, and HR policies and processes are aligned with strategic priorities. © CIPD

9. Leadership assumptions Effective leadership (that supports the conversion of individual effort into business performance) is defined by a set of identifiable behaviours These behaviours are primarily around the ability to motivate, inspire and establish relationships based on trust Leadership is also demonstrated by the cohesion of leaderships values around articulated strategic priorities or core purpose Leadership capability needs to exist at all levels © CIPD

10. Organisation development assumptions Organisations that engage in continuous review of their context and external pressures are more likely to develop the flexibility and responsiveness to adapt to fast changing market pressures The process will be enhanced by effective HR which constantly seeks to renew and refresh the people resource of organisations Effective OD will drive the identification and development of organisational capabilities © CIPD

11. The People and Performance Model Ability/skill ---------------------- Motivation/ Incentive ---------------------- Opportunity to participate Organisation commitment --------------- Motivation -------------- Job satisfaction Performance outcomes + Front line management - Implementing - Enacting - Leading - Controlling Discretionary Behaviour Training and Development Performance Appraisal Career opportunity Recruitment/ selection Pay satisfaction Job challenge/job autonomy Team working Involvement Communication Job security Work-life balance © CIPD

12. Key practices Jobs designed for stretch and challenge Employees empowered to manage their workload Sufficient flexibility for work/life balance Employees managed with regard to reaching potential and developing career and job security Promoting a high trust work environment with overarching values © CIPD

13. Early findings from our research Initiatives/change programmes to be owned by the business Business processes as a barrier Line manager behaviour is critical Need to balance the short and long term Consistency and clarity of communication Cross-boundary working as an enabler Systems approach required © CIPD

14. Discussion 1.How do the findings relate to your experience in your organisation? 2.How can HR help to overcome the barriers and promote the enablers? 3.What guidance and support would you like to see coming out of our research to equip you to meet these challenges? © CIPD

15. Thank you www.cipd.co.uk/shapingthefuture End of 1 st year report due out in November © CIPD