Developing NRW's People and Teams Strategy (2016-20)
In this strategy, Natural Resources Wales aims to create a conducive environment for its teams and individuals to excel, thus enhancing business performance sustainably. The focus is on leadership, culture, and workforce development to meet the challenges and opportunities ahead, ensuring NRW's long-term success and contribution to the well-being of future generations.
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Annex 1 Final Draft (February 2016) Developing NRW s Teams and People - Our Strategy (2016-20) Datblygu Timau a Phobl CNC Ein Strategaeth (2016-20) Developing our People and Teams Transformation Programme Datblygu ein Rhaglen Drawsnewid Pobl a Thimau
OUR UNIQUE OPPORTUNITY: NRW has a unique opportunity - in global terms. We have the responsibility to manage our natural resources in a sustainable and integrated way. Driven by the Environment and Well-being of Future Generations Acts, and supported by the Public Service Boards, the ambition for Wales is significant. We must seize this opportunity and play our part in driving these ambitions forward. We need teams and people to make that happen. This strategy sharpens our focus on helping teams and people develop to meet this challenge and opportunity.
Building on our Roadmap, the PURPOSE of our strategy is: To help Natural Resources Wales to become a great place to work and grow, so that people and teams can excel and deliver improved business performance on a sustained basis. Developing our People and Teams Transformation Group has led the development of this strategy We all come to work to do a good job and to give of our best. That s what our customers and partners - and the natural resources of Wales - need. Together, we can create a great place to work and grow. We have been trusted with much and it s us, the people of NRW, who deliver our long-term success and the ambitions for the well-being of future generations and the environment. Even in challenging times, we need to care for and inspire each other and make NRW a great place to work. If we do that, the rest will follow. 3
PURPOSE: To help Natural Resources Wales to become a great place to work and grow, so that people and teams can excel and deliver improved business performance on a sustained basis. People and Teams Transformation Purpose & Direction Culture Leadership Through this strategy we are going to focus on three key areas which will transform NRW as we develop as an organisation, teams and individual people. (The Organisational Development conceptual model which has guided us through the development of these transformational priorities can be found at Slide 18) 4
OUR PRIORITIES Purpose & Direction Being clear We all need to be clear about NRW s goals and how we best deliver them How we change We all need to be involved and our needs considered from the outset Workforce We need to shape ourselves to deliver our strategic plans and realities Leadership Leadership We all need to encourage inspirational leadership throughout NRW Leader capability We need to invest in the capability of our current and future leaders Culture Wellbeing We all need to turn up the dial on prevention and care Togetherness We all need to believe in, and experience, one organisation together Trust We all need to trust each other, and be trusted by our customers and partners Getting more specific - and based on the evidence from a range of sources - these are the 8 areas we are going to pay attention to over the coming years. There is a significant ask of NRW in relation to its services, customers needs, the challenging economic context and the policy opportunities. If we focus on these 8 areas, it will make all those other things possible. Together they will improve our engagement index from 48% in 2015.
Heres what were going to do in each of the priority areas: Purpose & Direction: Being clear We all need to be clear about NRW s goals and how we best deliver them Reasons for change: We need to fully realise the vision of why NRW was set up and the opportunities of new Welsh legislation Only 60% of us have a clear understanding of the organisation s purpose, and 54% of us on NRW s objectives If we want to be a learning organisation we need to ask ourselves why we do things and adapt We know that a strong sense of shared purpose leads to high levels of employee engagement which, in turn, is linked to high organisational performance Howwe ll know: Whatwe re doing: We will use our Corporate Plan 2017-22 to clarify our goals Wherewe re going: Our organisational purpose and goals will be understood and owned by all of us We will all have a clear understanding of the organisation s purpose by 2019 We will use our business area reviews to prioritise and develop new ways of working. We will use our role on the Public Service Boards to help others across Wales achieve the Wellbeing goals More than 80% of us will have a clear understanding of the organisation s objectives by 2018 We ll all be confident and proud to tell others about what we re doing and why We ll be clear about where we add most value and prioritise our work in these areas Even when things are uncertain, we ll know where we re aiming to go, what needs to be done and how best we re going to do it We will use our Directorate Delivery Plans and Performance Management objectives to make it clear how our roles link to wider NRW goals. We ll have implemented the business area reviews and we ll all understand why changes were needed and why the service choices were made Each of us will know the part we play and the contribution we make to sustaining Wales natural resources We will all work with our line managers to ensure we are better informed
Purpose & Direction: How we change We all need to be involved and our needs considered from the start Reasons for change: We ve done a lot of technical change but haven't done the deeper change so that we all believe in NRW and sustainable management of natural resources Only 26% of us feel we have the opportunity to contribute our views before decisions are made that affect us Only 14% of us feel that change is managed well We all need to have confidence that our needs are being considered, and have trust in those leading change How we ll know: What we re doing: Where we re going: We will recognise the need to spend time upstream involving people(not doing to people) in all our strategies and plans More than 50% of us will have confidence in our leadership and change management by 2018, and more than 70% by 2020 We ll always be involved in change from the beginning - so our ideas and needs can be heard We will deliver a management development programme to help managers lead change well More than 50% of us will feel that change is managed well in the organisation by 2018, and more than 70% by 2020 We ll trust those leading change and know that they ll consider our needs We will review our change principles and management practices to improve how we are engaged in and experience change We ll be open to the idea of change and the positive outcomes it will bring More than 50% of us will feel we ve had the opportunity to contribute our views before decisions are made that affect us by 2018, and more than 70% by 2020 It will feel like we redoing this , rather than they re doing this to us We ll see effective partnership working across NRW We will develop deepersocial partnership working e.g. in Directorates
Purpose & Direction: Workforce We need to shape ourselves effectively to deliver our strategic plans Reasons for change: Only 42% of us believe we move our resources to where our priorities are Budget reductions over the next 3-4 years will force us to prioritise our resources and change our size and shape We need to plan for, and respond to, the changing labour market and workforce demographics We ve identified a number of scarce skills which we struggle to replace Where we re going: How we ll know: What we re doing: We will develop a Strategic Workforce Plan to support our Corporate Plan 2017-22 We ll have an organisation design that means we can deliver our plans in a way we can afford More than 50% of us will believe our organisation is committed to moving resources to ensure we are focused on our priorities by 2018, and more than 70% by 2020 We will determine our future shape and skill requirements to inform our structures, training and recruitment activities We ll have the skills and capabilities to deliver our current priorities More than 90% of us will confirm we have the skills we need to do our job effectively,from 2016 We ll have clear succession and development plans in place to deliver in the future We will develop our understanding of workforce demographics and generations We will extend the reach of Cyfle to improve succession planning throughout NRW and enhance our pipeline We will all recognise that things don t stand still and we need to flex as things change. We ll be agile, flexible and responsive - able to react quickly We ll have clear succession plans in place to fill our most critical posts. Our demographics will reflect the country we serve and help us be fit for the future We ll have resolved our scarce skills issues
Leadership Leadership We all need to encourage inspirational leadership throughout NRW Reasons for change: Successful organisations need leadership at all levels to inspire, take initiative, challenge, deliver and learn We need to encourage innovation throughout NRW yesterday s answers won t solve tomorrow s problems We need people who role model how to do things and encourage others to excel How we ll know: What we re doing: We will live by our organisational values as that will positively impact delivery and Wellbeing outcomes Where we re going: We ll all exhibit leadership qualities inspiring others and encouraging an environment where innovative ideas are generated and considered More than 90% of us will believe we d be supported if we tried out a new idea, even if it may not work, by 2019 We will encourage leadership at all levels - so we can all take initiative, challenge practice and take responsibility - by effective delegation and coaching We ll all have a clear understanding of the business and a focus on delivering a high level of customer care More than 85% of the people in our teams will have been encouraged to come up with new and better ways of doing things, from 2018 We will use our performance management system to identify how we have shown leadership in our roles We ll have a culture of inclusive decision making and shared leadership We ll review how effectively we ve lived by our values and support delivery of the Wellbeing Goals We will all take responsibility for our own behaviours (see roadmap ) inspiring, delivering, learning and supporting each other. We ll maintain a realistic and positive attitude to challenges and adversity and support others to do the same.
Leadership Leader capability We need to invest in the capability of current and future leaders Reasons for change: The challenges of the next 5-10 years will bring a different ask for leaders and we need to prepare for this now Given the economic context and opportunities to manage natural resources sustainably, we will need high calibre leaders The behaviours and values we want to see in NRW need to be role-modelled by our leaders let s do what we say How we ll know: What we re doing: We will support the development of, and participate in, a pan- public service senior leadership programme Where we re going: More than 50% of us will feel the organisation as a whole is managed well by 2018, and more than 70% by 2020 We ll have leaders who are excellent role models, exhibiting our values and behaviours in all they do We will develop our approach to Succession Planning and Talent Management More than 50% of us will believe the actions of senior managers are consistent with the organisation s values by 2018, and more than 70% by 2020 We ll have senior leaders who are capable of leading and inspiring us in times of ambiguity and uncertainty We will embed the One Welsh Public Service Leadership Values framework More than 50% of us will have confidence in decisions made by senior managers by 2018, and more than 70% by 2020 Through our Leadership Events and Management Development Programme we will help leaders and managers do their jobs well We ll have an effective talent pipeline in place with people getting ready for key leadership roles in the future We ll respond effectively when we have key leadership vacancies We will all identify opportunities for personal development and growth.
Culture Wellbeing We all need to turn up the dial on prevention and care Reasons for change: Sickness absence currently costs us more than 800,000 a year, of that over 140,000 is mental health related 9% of us have said that we ve experienced bullying or harassment and 6% of us have said we ve experienced discrimination at work in the past year Only 27% of us feel NRW is developing a culture of trust with values and behaviours evident in all we do We ve said we work at a very intense pace with a very demanding workload How we ll know: What we re doing: We will implement our Wellbeing, Health and Safety strategy and monitor it s success Where we re going: We will eliminate bullying, harassment and discrimination We ll have a healthy, positive and well-paced working environment where we encourage and support one another We will actively and consistently act on inappropriate behaviour We will better equip managers to support colleagues who may be developing a mental health issue We will be more thoughtful about pace and priorities Staff across all Directorates and all main office locations will be trained as certified Mental Health First Aiders We ll take responsibility for looking after ourselves and each other More than 85% of us will say we are treated fairly at work by 2018 We ll support those who may be developing a mental health issue and we ll act early to prevent problems occurring or getting worse More than 80% of us will have an acceptable workload, by 2020 We will implement Health at Work practices to improve the health and wellbeing of our employees We will all take personal responsibility for looking out for ourselves and our colleagues More than 50% of us will say the pace of change is monitored and adjusted when necessary by 2018, and more than 70% by 2020 We ll be recognised and valued for our differences and use them to our strengths
Culture Togetherness We all need to believe in, and experience, one organisation together Reasons for change: We need to progress from three ways of working to one NRW way We still identify ourselves by our legacy body e.g. I am ex- [insert legacy organisation] We haven t fully developed place-based teams - in many areas our team structures and office accommodation are still aligned to legacy ways of working How we ll know: What we re doing: Where we re going: More than 80% of us will say that when we talk about the organisation we say we rather than they , by 2019 We will bring teams and people together through our Accommodation Strategy We ll be are one organisation working as one team without boundaries More than 50% of us will think the different parts of the organisation work well together by 2018, and more than 70% by 2020 We will behave as one team working for the common good, considering the wider needs of NRW We ll work in collaboration, without silos, sharing common principles and values We will implement Job Evaluation to bring us all to one grading system and pay scale. More than 85% of us will believe our team looks for ways to work better with other teams and/or partners, by 2018 We ll have a sense of belonging and see the creation of NRW to have been an important and positive move We will complete and review the effectiveness of our people policies and procedures to help integrate the whole organisation Welsh Government, the Public Service Boards and other partners will see us as one team working for the common good, from 2016 We ll have a strong sense of team We ll see the part we play in the context of public service in Wales Legacy bodies will only be referred to when they provide important context from 2016 We will move on from legacy mindsets and act as one NRW
Culture Trust We all need to trust each other, and be trusted by our customers and partners Reasons for change: We feel we re not trusted or empowered enough to get on with the job Only 27% of us feel NRW is developing a culture of trust with values and behaviours evident in all we do Only 26% of us feel we have the opportunity to contribute our views before decisions are made that affect them Only 35% of us feel we deliver excellent customer care What we re doing: How we ll know: Where we re going: We will develop and implement our strategic approach to customers More than 75% of us will be clear on our responsibilities in helping deliver NRW s purpose and feel empowered to do a good job, by 2020 We ll be trusted and empowered make decisions and contribute our views at all levels We will encourage decision making at the point of delivery, rather than escalating decisions to MT, LT and ET We ll have a culture of inclusive decision-making and shared responsibility and ownership More than 50% of us will have the opportunity to contribute our views before decisions are made that affect us by 2018, and more than 70% by 2020 We will change our financial scheme of delegation, trusting staff to make the right decision at the right level We ll demonstrate trust in others, knowing when to support and when to step back More than 50% of us will experience that NRW is developing a culture of trust with values and behaviours evident in all we do by 2018, and more than 70% by 2020 As an organisation we ll be valued and trusted by our customers and partners, delivering excellent customer service at all times We all need to focus on providing a high level of customer service More than 75% of us will believe we deliver excellent customer care, by 2019 We all need to live by our NRW values
People Management Focus Management Practices We ll improve how we manage and care for people We ll develop team leaders We ll work in partnership with Trade Unions Structure Systems We ll review our organisation design to support future service delivery We ll deliver a Voluntary Exit Scheme which complements the business reviews We ll deliver business change programmes We ll complete and implement our new job evaluation scheme and grading/pay structure We ll integrate more HR systems with intuitive self-service, and use them effectively We ll complete and implement the review of other rewards Team Climate We ll all improve our team effectiveness We ll all improve our team culture towards wellbeing, health and safety Individual Needs & Values We ll all take responsibility for our personal development We ll all live by our values and make them real in what we do and how we behave We ll all promote our values of equality and diversity Work and Skills We ll review the effectiveness of our performance management approach We ll stay safe in all we do We ll all seek to develop our use of the Welsh Language Motivation We ll all act on things that can improve our job satisfaction We ll all ask for information from our managers if we feel we re in the dark People, Team and Organisational Performance We ll continue to develop our people metrics and help the business act on evidence It s essential that we continue to make progress on these people management issues AND do this in a way that supports our transformational change. Some of these are about completing the work of bringing the legacy bodies together and some are new particularly the impact of the business area review on organisation design. We ll refresh this annuallyto make sure it s relevant to our future people management needs.
Our Delivery Plan 2016/17 Actions Date (Quarter 16/17) Lead Measure (where relevant) Strategy: Being clear Agreed Corporate Plan PSB effectiveness By Q4 Governance ET/LT We will clarify our strategic direction through our corporate planning process We will be clear to others on the Public Service Boards what we can all do to achieve the Wellbeing goals We will clarify our future service delivery and business models through our Business Area Reviews (BAR) We will clarify what Directorates and teams need to deliver in 16/17 through our Business Plan and Directorate Delivery Plans We will agree what we all, as individuals, deliver through our performance objectives By Q1 ET/BAR leads BARs implemented By Q1 ET/LT 16/17 Business Plan and DDPs agreed Good quality objectives By Q1 All managers Strategy: How we change We will use our Business Area Reviews to improve not just engagement but the involvement of all of us across NRW so that we all own the outcomes We will update our change principles and make sure we all understand and use these We will develop and agree our Redundancy policy and review its application We will build on our partnership working, particularly at Directorate level Engagement score +5% on 2015 Revised policy Agreed policy Effective Directorate forums By Q4 ET/BAR leads By Q1 By Q1 From Q2 ODPM ODPM ET/TUs Strategy: Workforce We will shape our future workforce, with the necessary skills, through business area reviews We will bring together an overall NRW strategic workforce plan, to support our Corporate Plan 2017-22, following the business area reviews We will explore how we increase the reach of Cyfle e.g. through extending volunteer opportunities underpinned by effective policies and organisation Business cases agreed Strategic Workforce Plan agreed Framework developed and implemented By Q1/Q2 By Q4 ET/BAR leads ET/ODPM By Q3 Cyfle working group Leadership We will take opportunities to check how we are living out our values, in our teams and at leadership levels We will develop a coaching culture to increase delegation to and innovation at all levels We will review the leadership we have shown in our roles through our regular performance conversations Ongoing feedback From Q1 All managers Amend schemes of delegation Performance reviews By Q1 From Q3 All managers All managers Leader capability We will deliver our Tyfu (Grow) Management Development programme (continues to 17/18) We will develop our approach to succession planning and talent management We will all take responsibility, in discussion with our line manager, for our own personal development Programme delivered Approach agreed Development plans in place From Q1 From Q3 From Q1 ODPM ODPM All (ET/LT/MT to role model)
Our Delivery Plan 2016/17 cont. Actions Measure (where relevant) Date (Quarter 16/17) Lead Culture: Wellbeing We will continue to implement our Wellbeing Health and Safety strategy and improvement plan. We will all take responsibility for addressing inappropriate behaviour We will enable our manager s to support colleagues who may be developing a mental health issue We will be more thoughtful about pace and priorities Strategy/plan implemented Bullying / harassment score Effectiveness of Mental Health First Aiders People Survey score (pace) By Q4 Ongoing From Q1 ET/LT/MT ET/LT/MT ODPM From Q1 ET/LT/MT Culture: Togetherness We will continue to develop and implement our Accommodation Strategy Accommodation strategy on track Job evaluation complete Policies completed / reviewed From Q1 Accommodation Strategy Board JE Project Board ODPM We will implement and complete Job Evaluation We will continue to develop our People Policies By Q3/Q4 From Q1 Culture: Trust We will clarify our approach to customers through our Delivering Customer Focus programme We will encourage decision making at the point of delivery We will amend our FSoD Agreed way forward Ongoing Updated FSoD From Q1 From Q1 By Q1 (complete) DCF Prog Board ET/LT/MT Finance People Management: Structure We will deliver a 3rd VES to manage headcount and affordability Savings realised; scare skills retained Revised Organisational Design Change programmes implemented By Q3 ODPM/ET We will develop our organisational design principles to support and revise our organisational structures We will deliver organisational change programmes. By Q2 ET/ODPM By Q4 ET/LT/MT People Management: Management Practices We will develop Team Leaders Pilot evaluated and programme in place New Partnership Agreement principles embedded into Directorates By Q2 ODPM We will further embed partnership working through Directorate forums From Q2 Directorates
Our Delivery Plan 2016/17 cont. Measure (where relevant) Date (Quarter 16/17) Lead Actions People Management: Systems We will complete and implement job evaluation and pay modelling New Grade/Pay Model agreed and implemented Changes to allowances agreed and implemented Revised People Policies and procedures implemented Additional functionality available, and supporting the business By Q3/4 JE Project Board ODPM We will review how we can simplify allowances By Q3/4 We will complete our suite of People Policies, and revise longer-standing ones as necessary By Q4 ODPM ODPM/ MyNRW Prog Board We will identify and deliver opportunities to further the functionality of MyNRW By Q4 People Management: Team climate We will re-assess our Wellbeing Health & Safety climate to check the progress against our strategy We will develop our approach to supporting team effectiveness Updated WHS climate measures and actions Approach agreed and piloted By Q4 ODPM By Q4 ODPM/ Directorates People Management: Work and Skills We will deliver our Health & Safety training requirements across NRW Year 2 programme delivered improved WHS climate scores Re-skilling as required By Q4 ODPM/ Directorates ODPM/ Directorates ODPM/ Directorates We will consider our re-skilling requirements as the Business Area Reviews emerge, to maximise redeployment We will continue to develop our use of the Welsh Language, with the aim to meet the Welsh Language Commissioner s Standards By Q4 Standards met By Q4 People Management: Motivation We will continue to engage better across the organisation so that there is effective listening to real issues and better understanding of direction Engagement Index + 5% By Q1 ET / All People Management: Individual Needs and Values We will increase our People Survey results on Equality and Diversity identified areas We will reduce our People Survey results on bullying and harassment + 5% E&D scores Decrease from 6% By Q1 E&D Forum ET/LT/MT
Additional Information 1 Our conceptual framework: the Burke Litwin model External Environment E.g. economic context, changing demographics Transformational Transformational Mission and Strategy E.g. Corporate Plan 2017-22, Business Area Reviews, natural resource management Culture Leadership E.g. Leadership development E.g. Organisational values The way things get done here Management Practices E.g. Managing change Wellbeing, Health & Safety Systems E.g. Job Evaluation IT Systems Structure E.g. Organisation design Team Climate E.g. Team effectiveness Tasks & Individual Skills E.g. Performance management Motivation Individual Needs & Values Eg. Personal development, personal values E.g. Job satisfaction, engagement People, Team & Organisational Performance Eg. Outputs and outcomes Performance Dashboard This Organisational Development model shows us that the organisation is a system of inter-related areas. We want to focus on the issues that will transform NRW s teams and people - mission & strategy, leadership, and culture.
Additional Information 2 Notes on how we ve targeted improving our performance The People Survey targets in our strategy are based on the following increases, given both our baseline in 2015 and our aspiration to be the world s best at natural resource management by 2020. People Survey 2015 result Less than 30% 30% - 50% 50% - 70% More than 70% Target increase More than 50% by 2018, and more than 70% by 2020 Increase by 10% year on year until reach target of 75%, then maintain or increase Increase by 5% year on year until reach target of 80%, then maintain or increase Reach 85% by 2018, then maintain or increase The majority of the Annual targets for 16/17 are 5% higher than 2015 People Survey results. However, where the target is written in bold and italics the target is more than 5%, taking the aim to more than 20%. This is due to particularly low 2015 scores.
