Dave Rippon, Head of Organisational Development

1. Bridging the Gap Dave Rippon, Head of Organisational Development

2. Context • “Excellent” council • Improve outcomes • £100m efficiencies (£180m) Challenge • Avoid a sense of crisis • Achieve more with less

3. Bridging the Gap 8,500 people - £180m = 5,500 people 5,500 x 1.25 x 1.25 x 1.2 = 10,312 (people) (process) (activity)

4. People • Engagement (upper quartile): +18% • Square pegs in square holes: +19%-48% • Focus (leadership): 5%? • Creativity (culture): 5%?

5. Approach • Engage & empower the workforce • Collaborative leadership • Greater customer focus • Find hidden talent and deploy it better • Avoid mass redundancies

6. Engagement • Authentic/empowering leadership • Honestly share our reality • Clear vision and values • Focus on the individual • Focus on strengths/opportunities

7. We don’t employ robots!

8. Less resistant to change Experience Knowledge Skills Beliefs Values Personality More resistant to change Cognitive Ability Recruiting to personal strengths

9. Assessing & matching • On-line tool (personality and ability) • Employee portal (qualifications and experience) • Automated job-matching (square pegs in square holes)

10. Managing transition – SWITCH Team • Resource temporary roles/projects • Support/coaching/development • Prioritised to permanent roles

11. Results: Internal Jobs Market

12. Results: SWITCH

13. Organisational Results • Implemented new operating model • Closed 20 buildings, relocated 3,300 • employees, 1,500 working flexibly • £100m savings • Workforce down from 8,400 to 6,300 • No redundancies

14. Organisational Results • Customer satisfaction up • Protected front-line • High levels of trust/motivation: • 98% believe it’s important to improve services to customers • 75% believe the council has high integrity - 14% neutral • 72% trust senior managers – 13% neutral (CIPD: 35% - lower in public sector) • 98% of managers believe it’s worth the effort

15. We don’t employ robots!