UK Freefone: 0800 032 8069 Participant passcode: … · Katie Wallace (KW) Karen Berry (KB) Steve...
Transcript of UK Freefone: 0800 032 8069 Participant passcode: … · Katie Wallace (KW) Karen Berry (KB) Steve...
GPtW PILOT TEAM LEADS TELECONFERENCE 04.9.2014 CK/SS/FFF
Future-Focused Finance Great Place to Work
Pilot Assessment Team Leads
Conference Call
Thursday 4th September 2014, 3pm – 4pm
UK Freefone: 0800 032 8069
Participant passcode: 78754650 then #
Chair – Cathy Kennedy
Participants – GPtW pilot organisation leads
A G E N D A
Agenda Item Lead by Time
1.Welcome and introductions
Chair 15:00 – 15:05 (5)
2.Survey results
Initial thoughts
Feedback on communication of results
Any queries / concerns
ALL 15:05 – 15:15 (10)
3. Independent Evaluation with CIPFA
Method & timescales
Requirements from pilot sites
How the conclusion will be presented and feed into next steps for all
Chair
15:15 – 15:25 (10)
4. Preparing for Evaluation Event
Objectives
Format (any feedback on agenda?)
How attendees should be preparing
What will happen after 12th September
Chair & ALL
15:25 – 15:55 (30)
5. AOB Chair
15:55 – 16:00 (5)
GPtW PILOT SITES CONFERENCE CALL NOTES 21.7.2014 CK/SS/FFF
Future-Focused Finance Great Place to Work
Pilot Assessment Team Leads
Conference Call
Monday 21st July 2014, 2pm – 3pm
Chair – Cathy Kennedy Participants:
Cathy Kennedy (CK) Mel Simmonds (MS) Simon Carrington (SC) Sam Sherrington (SS) Sarah Hall (SH) Chris Riley (CR) Robert Willis (RW) Hayley Wardle (HW) Jodie Cousins (JC) Helen De Val (HD) Daniel Carlen (DC) Dena Walker (DW) Katie Wallace (KW) Karen Berry (KB) Steve Hackett (SH) Clive Johnson (CJ) Kathy Roe (KR) Joe Teape (JT) Richard Bates (RB)
NOTES
No. Notes
1
Welcome and introductions CK welcomed the participants and thanked everyone for dialling in. Apologies: Mark Smith Neil Kemsley Patrick McGahon Paul Hyde Deborah O’Brien Pam Hobbs Nicki Emmett Ros Francke Ismail Hafeji Becky Vine Dawn Scrafield
2 Feedback on process so far Communications from FFF team and GPtW institute to pilot teams
Were given plenty of notice
Some found emails went into junk inbox
Didn’t receive reminders
The term ‘management’ was unclear
The completion graph was useful to see Team interest / uptake
Some teams had 100% completion
Teams were involved and engaged
Sent out internal reminders
2
Used discussions in team meetings to engage
Less easy to engage with large teams
3 Promotion/Communications FFF website – review of blogs by pilots, use of ‘community’
Share benchmarking with each other and other organisations
Avoid directly commenting on other people’s scores
Volunteers to do articles/be interviewed
Get involved with professional body magazines and publications
Ideally some articles before September event and some after
Talk about process, aims and learning – the good and the bad
Other sources for publication – HSJ, HFMA, institute magazines, FSD areas, other networks
4 Activity & Actions for August .Key dates: 15th August – Scorecard results from GPtW Institute sent to FFF team –would be useful to see a template of what the results will look like beforehand 15th/18th August – Scorecards circulated to pilot sites 12th September – Evaluation Event – focus on development needs rather than negativity
5 Update on 12th September Evaluation Event The event is being held from 10am to 4pm at 110 Rochester Row, Victoria, London, SW1P 1JP – book travel tickets asap All pilot site FDs/CFOs are expected to attend as per the application criteria FFF team to share the agenda for the day with the pilot sites soon – brief them on what to prepare / bring Agreed to set up another conference call for pilot sites a week / 10 days before the event – confirmed for Thursday 4th September 3pm to 4pm.
ACTIONS TABLE
Action Ownership Deadline
Circulate example template of GPtW results scorecard
SS 08.08.14
Circulate scorecards to pilot sites CK / SS 15-20.08.14
Volunteer for articles / interviews with professional body magazines
All 12.09.14
Share agenda for evaluation event with pilot sites
FFF team 18.08.14
Set up conference call for pilot sites and CK
BV 01.09.14
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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TRUST INDEX © FEEDBACK REPORT 2014
Future Focused Finance
06 Aug 2014
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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Contents
1. About this report ................................................................... 3
2. How to use this report .......................................................... 4
3. Results by statement and
demographic group............................................................... 5
4. Great Place to Work® Model Overview (Appendix) ............................................................ 6
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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About this report
The Great Place to Work® Feedback Report is based on your employees’
responses to the Trust Index© survey. The report illustrates the average levels of
your employees’ confidence in the policies and practices that underpin the unique culture of your organisation. The results are shown in relation to the Great Place to Work® Model©
By quantifying and analyzing employee’s perceptions, you will be able to identify
challenges and solutions to create a supportive work environment encouraging a motivated, engaged and loyal workforce. This Feedback Report will help you with the following:
Craft an effective communication process to share results with the entire
organisation.
Senior leadership may use the results to identify their vision of a great
place to work and how to get there by identifying the key areas that best
support their business strategy.
Both leaders and non-management can review their own behaviours in
line with the overall vision and identify key individual areas for change.
If departmental information is included, local managers can use their
results to develop specific team plans that support the broader strategic vision.
As a senior leader in your organisation you will no doubt be interested in understanding and interpreting your Great Place to Work® survey results. This report
provides a more detailed overview specifically designed with decision making in mind.
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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How to use this report The Trust Index© Survey is designed to measure employees’ perception of the
quality of their workplace relationships - with management, with their jobs and with other employees.
The results of your survey can be analysed both by focusing on every single statement and by applying an overall perspective based on three kinds of shading.
The meaning of these shadings is explained below: Green: Questions where more than 80% of the respondents have answered
positively are green. In these areas employees have a high level of satisfaction.
Yellow: Questions where more than 60% but fewer than 80% of the respondents
have answered positively are yellow. The level of employee satisfaction is average. Red: Questions where fewer than 60% of the respondents have answered positively
are red. These areas are typically the ones an organisation should focus on in the future as the current level of employee satisfaction is quite low.
NB. For questions where fewer than five employees responded, the results are not
shown in order to protect employee identity.
Example of vertical analysis
Using the shadings you can quickly identify whether there are differences between demographic groups in terms of their overall workplace experience or how they view
aspects of the practices and policies of the organisation. For instance, where the column “Female” contains more green than red cells than the column “Male” this may indicate a difference of perception between genders. A similar type of analysis
can be conducted on the other demographic variables – age category, years of service, work status, type of job etc.
Example of horizontal analysis
The employee survey is divided into five sections: Credibility, Respect, Fairness,
Pride and Camaraderie. By looking at the Feedback Report it is possible to see where in the organisation the employee satisfaction is greater. If, for instance, the
cells in the Camaraderie section are almost all green then this is an area where the organisation reached a high level of employee satisfaction. If, on the other hand, the Fairness section contains many red cells then the Feedback Report shows that this
is a potential focus area. This way of analysing the Feedback Report horizontally can of course also be conducted on the individual questions.
5
NHS Finance
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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Ability to be oneself
Socially friendly and welcoming atmosphere
Sense of “family” or “team”
How it Plays Out in the Workplace
Communications are open and accessible
Competence in coordinating human and material resources
Integrity in carrying out vision with consistency
Supporting professional development & showing appreciation
Collaborating with employees in relevant decisions
Caring for employees as individuals with personal lives
In personal job, individual contributions
In work produced by one’s team or work group
In the organisation’s products and standing in the community
Equity—balanced treatment for all in terms of rewards
Impartiality—absence of favoritism in hiring and promotions
Justice—lack of discrimination and process for appeals
Dimension
Credibility
Respect
Pride
Fairness
Camaraderie
T R
U S
T
Great Place to Work® Model Overview
The Trust Index© is designed to measure employees’ perception of the quality of their
workplace relationships - with management, with their jobs, and with other employees.
Percentages: Respondents are instructed to answer all statements as they apply to
their organisation using the following five response options:
1 = Almost always untrue 2 = Often untrue
3 = Sometimes untrue/sometimes true 4 = Often true
5 = Almost always true
Positive responses indicate the percentage of those who answered the question by
marking either “Often true” or “Almost always true.”
Dimensions: The five dimensions of the Great Place to Work® Model© are based on
the definition of “a great place to work” as one where you:
trust the people you work for,
have pride in what you do
enjoy the people you work with.
The first three dimensions — credibility, respect, fairness — seek to determine to what extent employees feel that they have trust in management.
Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.
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Great Place to Work® Model Dimensions
By understanding your results by dimension, senior leadership will be able understand
where to focus strategic activity:
Credibility is a relationship built between leaders and employees
that is based primarily on the quality of communications that underpin their day to day transactions. The competence,
consistency and integrity of leaders inspires confidence among
employees. Communication, competence and integrity form the basis for creating an environment where trust can flourish.
Respect is a reciprocal currency in the relationships between
employers and employees and to a large extent dictates the nature
of interpersonal communications. Understanding and recognition of each person’s role in the enterprise is the foundation for valuing
each other’s’ contribution. A truly great workplace will be
characterised by a strong sense of caring for people in both their professional and their personal lives.
Fairness may be understood as a corollary of respect, in that
mutually respectful dealings will result in a balancing of what is
given with what is taken. Fairness requires clear and transparent rules of entitlement for all employees and well conceived and
understood processes for appealing decisions that may appear to compromise the rights of individuals or groups. A great workplace
will go beyond compliance to establish its own culture of fairness.
Pride in professional life has three sources: the standing of the
organisation in the world, the particular job that a person does in the organisation and the achievement of working in a successful
team. Pride is therefore a significant emotional connection between
the employee and the organisation. Pride is generated by honest and ethical business practices, socially and environmentally
responsible behaviour and a commitment to fostering a strong
sense of community based on shared values.
Camaraderie conveys a sense of a joyfully shared enterprise in
which people derive satisfaction both from the relationships which
they build in order to achieve a goal and from achieving the goal.
Best workplaces enable an intimacy among employees where individuals feel confident that they are accepted and cared for, an
atmosphere of hospitality into which people feel welcomed and a sense of cooperative teamwork in which people feel they have a
rightful place.
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Page1
Future Focused Finance – Fulfilling our Potential: Great Place to Work
Specification for Independent Evaluation of Team Assessment Pilot
August 2014
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About CIPFA
Through the various facets of our Institute and commercial operations, CIPFA champions
high performance in public services. In an ever changing public services environment,
CIPFA is leading the way in assisting public sector organisations to transform their
relationships with stakeholders and the general public.
We provide a range of high quality advisory, information, software, training and
consultancy services to public service organisations. Our services are used by more than
2,000 organisations throughout the United Kingdom, including most local authorities. We
also support central government departments, health service trusts, police and fire
authorities, agencies and charitable organisations. Our advice is also sought by a growing
number of international clients, private sector bodies and third sector organisations.
CIPFA plays a vital role in the development of policy and technical guidance in public
financial management, governance, financial reporting and audit for public sector finance
managers. CIPFA panels and technical boards are responsible for the Institute's policy and
technical work, each specialising in a different public finance function or sector.
One of CIPFA’s key strengths is its experience in collection and analysis of financial and
non-financial data; producing detailed statistics, comparative data and benchmarking.
CIPFA has been collecting public sector financial information for over 100 years and has
excellent relations with organisations across the public services.
CIPFA also has considerable experience in defining and analysing information collected by
surveys from local authorities and the wider public sector, with a focus on setting robust
definitions, collectability of data, maximising responses and keeping to a minimum the
cost and burden on data providers. Its services encompass all strategic and operational
management issues within the public sector, which enables its trainers, consultants and
advisors to access specialist expertise and data for the benefit of clients.
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Background
Following a pilot exercise of 20 organisations, mapped below, NHS England wishes to
commission an independent assessment of the survey conducted by the Great Place to
Work® Institute amongst its finance staff.
Key to this is an objective assessment of the process, fit and impact of the approach in the
NHS. The aspects to be examined include: format, content, IT, fit to public sector, use of
results and triangulation with the NHS staff survey. A requirement of the successful bidder
is the development of a set of criteria that can measure success unambiguously.
CIPFA draw on a number of strengths in our proposal. Our understanding of the NHS
stems from many perspectives, including providing the only professional qualification
specifically designed to meet the needs of the NHS and in providing a wide range of
support services, including developing workshops for the NHS Future Focused Finance
programme.
More specifically, in relation to staff within a finance role, the CIPFA Finance Management
(FM) Model has been recognised by HM Treasury as setting out the fundamentals of best
practice financial management within a public sector organisation.
One of the key components of the FM Model is reference to people and their role(s) within
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themes such as securing stewardship, supporting performance and enabling
transformation. As such, our view of the Great Place to Work scheme will be influenced by
the judgements outlined within the FM Model.
Objectives
The client’s objectives of this exercise are to:
Provide an evaluation of the pilot to establish whether the methodology:
o Is of demonstrable benefit, adding significant value over and above the
standard national NHS staff and finance team surveys that already occur
o Is suitable for all organisation types and sizes
o Adds value – and to what extent – in all circumstances, e.g. new
organisations and well established organisations; teams that have already
done significant development work and those who have not
Be clear about the (actual and potential) strengths, weaknesses, opportunities and
threats of the approach being tested by the pilot sites
Capture lessons learned from the pilot sites that can add value to any future rollout
and/or use of this assessment process by individual organisations. Examples may
include (but should not be limited to) maximising response rates, effective
communications, clarity of questions, question design/coverage.
It is worth noting that the purpose of the evaluation is not in respect of the survey
methodology, concepts/questions, data or analysis.
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Our approach
Our proposal consists of three distinct stages:
Desk research
Interviews (depths)
Interviews (online discussion forum)
As part of the desk research, we will undertake a review of the NHS staff survey
methodology and question set and a review of the Data Protection Act, as well the
guidance issued by the Market Research Society, in relation to surveys of staff.
We will then undertake twenty telephone interviews (depths) across each of the pilot
sites of the Financial Directors, or their equivalent. To ensure continuity and comparability,
each interview will be based on a standard discussion guide, which will be developed
based on the objectives outlined above. We estimate that each interview will last
approximately 30-40 minutes, with each interview being undertaken by a member of
CIPFA staff based at our offices in London.
The final component is an online discussion forum through which we aim to test the
theories/views expressed by the Financial Directors. Those invited to join this discussion
will be at a lower level of seniority, and will therefore have a different perspective on the
purpose/outcomes of the Great Place to Work survey.
Timing
Commencement of work, week commencing 25-Aug-14
Week
no.
Week
ending
Activity Project
Days
1 - 2 05-Sept-
14
Undertake desk research
Design discussion guide for depth interviews
Recruit interviewees for depths and discussion forum
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3 - 4 19-Sept-
14
Undertake depth interviews
Attend pilot workshop
3
3 - 5 26-Sept-
14
Transcribe interviews and develop findings/insights 3
4 - 7 10-Oct-14 Develop questions for discussion forum and roll out 1
8 - 10 24-Oct-14 Analysis of forum discussions 3
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FUTURE-FOCUSED FINANCE
GREAT PLACE TO WORK EVALUATION EVENT: AGENDA
BACKGROUND We wanted to test whether the ‘Great Place To Work’ survey instrument would be beneficial and effective as a way of providing helpful and cost-effective information about what finance teams need to be doing to become a ‘great place to work’ , based on staff views. We asked Trusts if they would be interested in volunteering for a pilot test of this instrument, and from the 40 Trusts that offered to take part, we selected 20 Trusts which would provide a mix across region, size, etc. The 20 Trusts have now completed the ‘Great Place To Work’ questionnaires, and had their results returned to them. Along with observers, an evaluation team, and other key stakeholders, the Finance Directors (plus two other nominees of their choice) of the 20 Trusts have been invited to this event to review the effectiveness of this process, and decide ‘where to from here’. The event will be managed by an independent facilitator. DESIRED OUTCOMES We would like to achieve the following outcomes:
1. The views of the pilot Trusts on the process (see questions already sent to you in covering letter)
2. A Communication Plan – who should be sent the results of this survey, and how, and for what reason(s)?
3. An Action Plan for the pilot sites– what will each organisation do with these results, and what collectively can the pilot group do, and how?
4. Next steps for FFF (GPtW Action Area) - reflecting the collective learning to date from the pilot process, and the potential for additional learning if there is longer term follow up of the pilot sites.
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FUTURE-FOCUSED FINANCE
GREAT PLACE TO WORK EVALUATION EVENT: AGENDA
OUTLINE PROGRAMME: MORNING 10.00 Welcome and opening address (Cathy) 10.15 Where are we now? Overview of the results; high level
information, dashboard of data; moving the dial (Charles Fair)
10.45 Discussion groups and reports back (all); open discussion 11.15 Break 11.30 Review of the process:
what added value did the process produce? any gaps in the process? What else would you like to
have seen? the local questions: were they useful? Any additional questions?
Group discussions, and reports back 12.00 Process results:
what do you know as a result of the process that’s helpful (reinforcement or new)? What have you done, or will do, as a result of this information?
Group discussion and reports back 12.30 Lunch
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FUTURE-FOCUSED FINANCE
GREAT PLACE TO WORK EVALUATION EVENT: AGENDA
OUTLINE PROGRAMME: AFTERNOON 1.15 Sharing good practice: what best practice has the process revealed? Individual contributions, and review 1.45 Areas for improvement:
what are the issues you would like to work on within your Trust? Can you offer ideas or other support to those in other Trusts who would like to improve?
2.30 Break 2.45 Where to from here? what do you want to happen: on your individual Trust level? across the NHS?
How will you make this happen: individually? collectively?
3.15 Consolidation: Outline action plan Outline communication plan 3.45 Closing remarks (Cathy) 4.00 End of workshop