Download - What's in it for me? - Hugo minney

What’s in it for me?Benefits realisation management and staff motivation

Hugo (Steve) Minney PhDThe Social Return Company

What gets you up in the morning?

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• Nobody comes in to work to do a bad job (well, almost nobody)

• We all want to make adifference – make theworld a better place

• Very few people work just for the money*

• So… what am I going to tell you?

• Osterloh & Frey 2007 Does pay for performance really motivate employees?• PwC NextGen 2013: Millennial workers want …

A future where all projects succeed

John Thorp – The Information Paradox

capability

Benefits ManagementBenefits management is the identification,

definition, planning, tracking and realisation of business benefits.

• Recognise what we’re trying to achieve – in context. Do we still want this? What’s changed?

• Who does it affect? The employees are often the forgotten stakeholder

• Do we know what success looks like? (soft measures)• Does everyone agree what success looks like?• People look after Number 1. Are you giving them

what they want?

A Health Economy in Northern Britain

• 160 initiatives for change – “projects”• £60 million per year spent on change• Professional carers resist change – all change

represents risk – “what we’re doing now is safe”

• Management targets divorced from both the knowledge, and the need (sometimes)

Benefits Frameworks

• Part time for 4 months• 7 workstreams, • Three workshops

– Context: what you are doing, what the need is, where are the gaps? What does success look like?

– Measurement: what means improvement, where can we get that information?

– Delivery: how are you doing? What are you changing because of measurement?

• coaching between workshops

Benefits Mapping

… means People getting involved

… means common sense

Staff Motivation

• “I can tell my grandchildren ‘I did a good job this week’ “

• Lower Sickness/ Absence• Easier Recruitment/ Retention• Getting much more done• Engaged with corporate objectives –

even to MAKE MONEY

Why projects don’t succeed

• Failure – budget, time, quality • Benefits delivery, contribute to corporate

objectives are “nice to have”? • Internal problems 60% of the reasons for

failure– Failure to plan– Failure to apply governance– Failure to be motivated?– Failure to engage BAU at handover?

PricewaterhouseCoopers 2012

Budget Time Quality Business Objectives

Driving improvement

• We (the people who talk to the client/ do the work) see the need/problem first!

• We know what to do about it (have the most experience)

• We can inspire*

• We won’t resist our own design for change

• (a new problem – managing configuration)

Malcolm Gladwell – Tipping Point

Outside of healthcare

• Adults with learning disabilities in receipt of ISL• Drug rehabilitation for mothers who want their

children back• Virgin Media residential cable installers• Who else could benefit (pun intended)?

– Call centre workers?– The building trade? What are you creating?

Which of these are relevant?

A. Customer satisfactionB. ProfitabilityC. Customer retention / returnD. Net Promoter ScoreE. Response time from callF. Staff Motivation

# votes: 15

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Closed

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Which of these are relevant?

Closed

A.

B.

C.

D.

E.

F.

Customer satisfaction

Profitability

Customer retention / return

Net Promoter Score

Response time from call

Staff Motivation

33.3%

13.3%

13.3%

0.0%

0.0%

40.0%


How do you use it?

• Involve stakeholders• Map outcomes to context and drivers for change• Evidence – what is important (NOT JUST “what

can we measure?”)• Establish impact – does our change result in this,

or was it something else?• Calculating the outcome so people can use it to

make decisions• Reporting – and using the results

Tailored from:Jeremy Nicholls – A guide to Social Return on Investment

Turning SOFT into HARD

• Important things like – Customer Satisfaction– Net Promoter Score

• What impact on the bottom line?• How much?• Decisions on investment and on further

investment• Decisions on direction

Where do you go from here?

• 4 stages of Benefits Management:– WHY – business case, sponsor, stakeholders– WHAT & HOW

• Project planning, measurement schema• Project delivery, decisions to maximise benefits

– HANDOVER – handover capability, plus motivation– ONGOING

• Measuring and reporting• Tweaking and adjusting for even better outcomes

Define BenefitsCase for Investment

Quantify and milestones

Decisions to maximise benefits

What benefits deferred and how to monitor themB

enef

its

Fra

mew

ork

IdeaInitiation

Define DeliverablesMilestonesResources

Project monitoringProject deliveryGovernance

Clo

sedo

wn

Pro

ject

M

anag

emen

t

Handover

Taking Benefits Management Onwards

Business as Usual

Reporting & tweaks

WHY WHAT & HOW HAND-OVERONGOING

Professionalism

• Like Project Management – follow a tried and tested process*:– don’t just make it up as you go along

• The right tools for the job– iBE.net includes Project Management, Time and

Billing, EVA; Benefits Management to follow shortly (one time entry, used many times)

– Try it out at www.ibe.net

* PwC 2012 Project Maturity

The foundations of Morale

• The military understand this– Spiritual – because only spiritual foundations can

stand real strain– Intellectual – because men are swayed by reason

as well as feeling• It must be attainable, by the organisation. Confidence

in planning and capability

– Material – last, because the very highest kinds of morale are often met when material conditions are lowest

William Slim “Defeat into Victory”

Measuring & reporting to motivate

• What’s important?*– We are not just numbers– We are excellent at what we do– Our company and our customers recognise our

effort and care– We are doing something useful and valuable

• How do we measure these?– Team and individual recognition – measure what

matters– Put it into context: “I help people” (identity!)

James Robbins – Nine Minutes on Monday


My morning run! ££££££

Every day is a bonus Stuff to be getting on with.


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When the best leader’s work is done, the people will say:

“We did it ourselves”Lao Tzu

Hugo MinneyPhD, Acc Prac SROI, M APM, PRINCE2

07786 [email protected]