Date www.local.gov.uk22nd July 2011 www.local.gov.uk

Layers and Spans – getting it right

Suzanne Hudson - LGA

John Bruce Jones – Stanton Marris

This session:

• Considers the changing expectations of our workforce of the future and the evolving nature of the ‘employment deal’

• Reflects on different management levels and how they add value

• Explores what this means for future public service organisations

Future of work….Millennials?

Millennials (or Generation Y) born 1990s to the early 2000s.•Transparent Leadership•“Meaningful” Work •Work in teams to accomplish goals •Remote working norm •Results over “degrees” •Change the meaning of “face-time”•End of annual appraisals•Work as a game

Future Challenges today• Knowing the ‘value’ of engaging your talent• A culture for Generation Y and Z’s – review/scrap policies and procedures• Aging Workforce – utilizing their talent as well • Portfolio jobs and multiple careers • More virtual working = agile + flexible workforce• Less need for managers • New skills and scarce skills • More personal empowerment, calculated risk taking and innovative

approaches • Pay and Rewards much more tailored to individual preferences and

contribution

What is the DMA approach?

• A proven way of creating an effective organisation and an efficient management structure.

• A way of establishing the number of layers of management that an organisation needs

• Demonstrates how management layers add value to the front line and to each other.

• It can be used to look at a particular service area, a whole organisation, shared service, partnership or creating a new commercial structure.

healthy hierarchy

DMA organisation design framework Level 5 example

Level 5

Level 4

Level 3

Level 2

Level 1

Example Job (and Layerin a Healthy Hierarchy)

Council CEO (Layer 1)

Director (Layer 2)

‘Senior Manager’ (Layer 3)

‘ Middle Manager’(Layer 4)

Team Leader (Layer 5)

Supervised first line employee (Layer 6)

Managers(based on

accountability, not job title)

= Supervisors

Nature ofLeadership

ExampleAccountability

Level

How many layers?

Maximum allowed layers = 6 or 7Layers found 9-11

23-74% of jobs in layers too far below the CEO

Croydon ~ 4000Worcs ~ 6000Wolverhampton ~6000Kent ~14,000

Why apply DMA?

•It’s flexible and can be applied before, during or after restructuring.

•It can sit at the heart of performance management and reward

•It gives you a new and lasting capability to develop your organisation

•It creates management effectiveness

•It’s a bottom-up approach which works to ensure that front-line managers are supported to deliver the best services to the customer

•It stops treacle!

Key Learnings

Radical – you are challenging the assumptions of Senior Managers who have ‘always done things this way’

You learn and save just by conducting the analysis!

You need to invest in the ‘to-be’ because you are changing expectations.

DMA is an Organisational Development tool not simply an Organisational Design methodology.

Working an example: Level 2

• Brief descriptions of the accountability space in 4 of the 7 elements

• Draft behavioural competencies

• How do these apply to the Level 2 managers you work with?

• Where are the gaps and development needs?