Toolkit. The Core Characteristics of a Great Place to Work Supporting Framework and Tools. Author: Duncan Brodie

Transcription

1 Toolkit The Core Characteristics of a Great Place to Work Supporting Framework and Tools Author: Duncan Brodie

2 01 About this document This framework has been designed based on the results of the literature review of the core characteristics of a great place to work. It aims to provide a set of tools and resources for use by Finance teams in the NHS as they seek to continually improve their workplaces. In doing so it will contribute towards helping NHS Finance teams attract and retain the best people, make the best use of their talent and make a positive contribution to the delivery of patient services. Rather than viewing as an initiative, Finance teams should use the framework and tools as part of their drive to deliver even better services to their customers while making it a positive experience for each and every employee. 2

3 02 A summary of the literature review A review of over 90 pieces of documentation was undertaken. This included books, articles, reports, white papers, thought leadership pieces and podcasts. Over 100 different contributors to a great place to work were identified. The long list was summarised into 30 items that were mentioned multiple times. The 30 items identified as being contributors to a great workplace from the literature review are: Characteristic No. of mentions Characteristic No. of mentions Recognition Listening Investment in training Clear goals and expectations Involvement Communication Opportunities to develop Respect Growing careers Trust Autonomy Support Challenging work Feedback Flexible on how and when work Teamwork Pay and conditions Empowerment Meaningful work Fairness Clear values which live by Coaching Appreciation Workplace leadership Management credibility Integrity Honesty Collective leadership Good work-life balance Pride While different organisations may well have different priorities in terms of the order, the top 30 provides a useful starting point for assessment, reflection, discussion and moving forward. 3

4 We ran a survey of NHS Finance staff to identify which of the most important of the 30 characteristics were important to them. The listing from highest to lowest importance is shown below. Characteristic % rating very important Characteristic % rating very important Honesty Integrity Good work-life balance Being treated fairly Support from my boss Being respected by manager and colleagues Good open 2-way communication Being listened to Trusting leaders and managers Being appreciated for the work I do Being recognised for the work I do Management credibility Opportunities to grow and develop Having clear goals and expectations Pride in the organisation I work for Doing meaningful work Flexibility on how and when I work Teamwork Investment in my training and development Workplace leadership Opportunity to grow career Pay and conditions Having clear values which organisation and team live by Autonomy on how I complete tasks Being empowered Being involved in making decisions Challenging work Feedback on my performance on a regular basis Collective / distributed leadership Receiving coaching from my manager Clearly there were some significant differences between what matters to NHS Finance staff, specifically in determining whether their place of work is great compared to what the literature review revealed. 4

5 03 Supporting tools and resources The literature review focus was on identifying commonly cited core characteristics of a great workplace. Ultimately the aim is to take and use that information to help NHS Finance teams to be the best places to work that they can be. To assist in this process, a number of supporting tools and resources have been developed as detailed below: Resource 1: Resource 2: Resource 3: Resource 4: Resource 5: Resource 6: Resource 6a: Resource 7: Resource 8: Resource 9: Resource 10: Resource 11: Resource 12: Resource 13: Resource 14: Resource 15: Resource 16: Resource 17: Resource 18: Employee perception questionnaire Leader and Manager perception questionnaire Employee and Leader and Manager perception analysis Team working assessment Team performance assessment How effective are we at recognition? Employee recognition ideas Listening I know what is expected of me How involved are you? Career discussion template Honesty in our department and organisation Integrity in our department and organisation How successful we at enabling a good work-life balance? Being treated fairly Support from boss / manager Respect from manager and colleagues Do we have good open 2-way communication? Trusting leaders and managers Resources 1 to 3 would be a good starting point for Finance teams as it will enable them to get a high level overview of their strengths and areas requiring attention. It will also assist in determining priorities for action going forward. 5

6 Future-Focused Finance Great Place To Work Supporting Framework and Tools RESOURCES 6

7 Resource 1: Employee perception questionnaire A literature review identified 30 contributors to a great workplace. You are asked to assess how well your organisation and Finance leaders perform. 3 other contributors that the Delivery Group believe may also be important to NHS Finance staff have been added at the end of the questionnaire. A simple scoring system from 1 to 5 is used, where 1 is strongly disagree and 5 is strongly agree. Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) I receive recognition for the work I do and the contributions I make My ideas and views are listened to by my manager My employer invests in my training I know my goals and what is expected of me I am involved in significant decisions There is good two-way communication with my manager I have opportunities to develop professionally and personally I am respected My employer supports me to grow my career I trust my manager 7

8 Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) I have sufficient autonomy I have sufficient support from my manager My work is challenging I receive sufficient feedback I have flexibility on how and when I do my work We have good teamwork I am fairly rewarded in terms of pay and conditions I feel empowered The work I do is meaningful Fairness is evident in our team We have clear values and live by them I receive coaching from my manager I am appreciated and this is demonstrated There is good workplace leadership Managers are credible Managers and leaders act with integrity 8

9 Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) Managers are honest in their communications Collective or distributed leadership is the norm rather than command and control A good work-life balance is encouraged I have pride in being part of my organisation and team I get to spend sufficient time with patients and in the service I can see where my contribution makes a difference to service provision I get to spend sufficient time out of Finance What other factors are important to you in determining whether your workplace is great? 9

10 Resource 2: Leader and manager perception questionnaire A literature review identified 30 contributors to a great workplace. You are asked to assess how well you as a leader and manager perform in each of the areas. 3 other contributors that the Delivery Group believe may also be important to NHS Finance staff have been added at the end of the questionnaire. A simple scoring system from 1 to 5 is used, where 1 is strongly disagree and 5 is strongly agree. Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) I recognise staff contribution regularly I listen to the views and ideas of my team I invest in training staff I set clear goals and expectations I involve staff in significant decisions There is good two-way communication I provide opportunities for staff to develop professionally and personally I show respect I help staff grow their career I am trusted 10

11 Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) I allow and encourage autonomy I provide sufficient support to staff I provide challenging work I give feedback regularly I let staff decide how and when they do their work We have good teamwork I fairly reward staff in terms of pay and conditions I empower staff I ensure staff do meaningful work I am fair in my dealings with my team I know our values and live by them day to day I provide coaching for my staff I show appreciation I am good at leading I am credible in the eyes of my team I act with integrity 11

12 Contributor Rating 1 (strongly disagree) 2 (disagree) 3 (neither agree nor disagree) 4 (agree) 5 (strongly agree) I am honest in my communications Collective or distributed leadership is the norm I encourage people to maintain a good work-life balance I have pride in my organisation and team I give my staff the opportunity to spend sufficient time with patients and services I make it explicit to staff how what they do contributes to service provision I create the opportunity for staff to spend time outside of Finance What other factors are important to you in determining whether you are creating a great workplace? 12

13 Resource 3: Perceptions analysis employees and leaders and managers This document measures the differences between perceptions of employees and leaders and managers in terms of the 30 identified contributors (plus 3 NHS specific contributors identified by the Delivery Group) to a great workplace. It is intended to spark discussion and facilitate next steps planning. Average employee rating Average leader / manager rating Difference Recognition Listening Investment in training Clear goals and expectations Involvement Communication Opportunities to develop Respect Growing careers Trust Autonomy Support Challenging work 13

14 Average employee rating Average leader / manager rating Difference Feedback Flexibility on how and when work Teamwork Pay and conditions Empowerment Meaningful work Fairness Clear values Live by Coaching Appreciation Workplace leadership Management credibility Integrity Honesty Collective leadership Good work-life balance Pride Sufficient time with patients and service Knowing how my contribution makes a difference Spend sufficient time outside Finance 14

15 Where are our major areas of difference of opinion and why? What specific actions will we take to close the difference between the perceptions of employees and leaders and managers? 15

16 Resource 4: Team working assessment This assessment is designed to give you an insight into your strengths and improvement areas in relation to team working. The key for responses is as follows: SA: Strongly Agree; A: Agree; D: Disagree; SD: Strongly Disagree Get insights from both team leaders and team members to gain most benefit from this assessment. Culture SA A D SD We actively encourage team working Our values include working effectively in teams We give greater recognition to collaboration than competition We recognise good team working formally Our reward and recognition processes focus on team working We have high levels of trust within teams Goals SA A D SD We set clear goals for our teams Our teams are aligned to achieving goals We measure progress in achieving goals Our teams have big picture or outcome goals Our teams have specific performance goals Our teams have specific process goals 16

17 Decision Making SA A D SD We have a clear and transparent decision making process We involve teams when taking decisions We listen to the views of teams when taking decisions We adapt our decisions based on the views we get from teams Accountability SA A D SD Our teams take responsibility for what they have agreed to deliver We rarely see teams making excuses for not delivering We focus on asking teams to account for both progress and results We rarely see problems due to one or more part of the overall chain not delivering Innovation SA A D SD We encourage our teams to innovate We support our teams when they try something and it does not work out Our teams focus on continually improving We fully consider ideas rather than just dismissing them without consideration Communication SA A D SD Teams are always given the opportunity to air their views Teams listen to each other s points of view Teams use questioning and listening to constructively challenge Teams embrace, use and value the diverse range of opinions and perspectives 17

18 Leadership SA A D SD Our team leaders focus on bringing out the best in others Our team leaders facilitate or orchestrate more than they direct Our team leaders are highly skilled Our team leaders work collaboratively with other team leaders Our team leaders discourage silo working and promote the benefits of working together Resources SA A D SD Our teams have the skills to deliver what we ask them Our teams make the best use of the resources at their disposal Our teams have access to expert help when there is a gap in skills or knowledge We adapt our decisions based on the views we get from teams The 3 biggest strengths of our teams are? 18

19 The 3 biggest weaknesses of our teams are? The specific actions we will take from this assessment are: 19

20 Resource 5: Team performance assessment Instructions: This assessment aims to give you a snapshot of how you assess how well your team is performing. Read each of the statements and if you believe you have this within your team, insert a in the box. If you believe that you currently don t have this within the team leave the box blank. Our team is completely clear on the results to be delivered If I was to ask any member of my team to explain what results we were expected to deliver they would be able to do so We have a clear decision making process for the team Everyone on the team knows their role Everyone on the team knows how their role contributes to the overall result The leadership of the team is strong The team is optimistic most of the time Team members build on each other s ideas Our team are excellent at listening to each other Our team respect each other When conflict arises in the team we address it We value the different points of view We believe that improved performance is possible We are willing to push through the obstacles that get in the way of team results We support each other 20

21 Team meetings start and finish on time Team success is rewarded rather than individual performance Balanced risk taking is supported The team takes collective responsibility for the results that are achieved In what areas is the team performing well? Where does the team need to focus to raise performance to the next level? What s the first step? 21

22 Resource 6: How effective are we at recognition? The literature review identified recognition as the top characteristic contributing to a great place to work. This resource is designed to be used by Finance teams to assess, identify and look at ways of being as effective as possible in terms of recognition. For scoring a scale of 1 to 10 is used, where 1 is poor and 10 is exceptional. Score (1-10) What do we do well? What else could we do? Recognition is part of the way we operate as a team Leaders regularly recognise Managers regularly recognise Team members recognise the contributions of each other We are recognised by the wider organisation for the contributions we make Recognition is personal to the recipient Our biggest strengths when it comes to recognition are: 22

23 Our biggest opportunities when it comes to recognition are: What we are going to focus on in the next month is: 23

24 Resource 6a: Employee Recognition Ideas Recognition was the most mentioned contributor in the literature review into the core characteristics of a great place to work. What is clear is that recognition need not cost a lot. In fact in many cases it can cost absolutely nothing. Additionally it need not be a time consuming activity. Below are a list of low or no cost recognition ideas that were identified from an online search and a review of the book The Carrot Principle that you might want to consider using. Asking peers to nominate an employee of the month This is probably one of the easiest things to do. In some organisations there is an award like a voucher or bottle of wine. It could simply be a framed certificate. Surprise achievement celebration for a team or an employee This could include snack food and a bit of music. Pass on praise Let the person know that others are saying great things about them and their work. Thank people Merely saying thank you when people have done good work or gone the extra mile can have a huge impact on motivation. Set up a suggestion scheme Where people can submit ideas to improve things. Give people an extended lunch break or early finish on occasion Costs little or nothing but gives people time to go and do something that is important to them. Use employee newsletter to showcase successes Have a profile or interview with someone who has done something exceptional in the employee newsletter. Nominate people for organisation wide awards Many organisations, including the NHS are holding award events. Nominating people from your team demonstrates that you are noticing the great work that is being done. 24

25 Ask an employee to train or teach others If someone has a particular skill or expertise, getting them to teach or train others recognises them and helps the whole team get better. Give employees the opportunity to be part of organisational wide projects This will help them grow and develop as well as positively motivating. Share achievements Ask each employee to share one achievement at the start of a team meeting. Send a handwritten thank you note To someone who has helped you. Don t forget the 5:1 ratio 5 compliments for every criticism. Make a positive course correction when employees are off track Rather than criticising, describe in detail what they need to do to meet expectations. Find out what every employee in the team does best This could potentially be done in a whole team meeting. Recognise good work on the spot Don t wait for a meeting, praise the employee straight away. Recognise the courage to try something new or be creative Even if it does not end up with the perfect outcome everyone hoped for. Listen and act Seek out ideas of others and act on them. Make promotions public It makes people feel good and provides inspiration for others. You could even have it featured in Healthcare Finance. 25

26 Resource 7: Listening A lot of the literature mentioned the importance of listening. A simple way of looking at listening is to consider it at 3 levels: Level 1: Not listening This is when you are merely tuning in to respond with your view or opinion on an issue. Level 2: Focussed listening This is where your full attention is on the other person and what they are saying. Level 3: Global listening This is where you are listening to what has been said but also to the underlying feelings and emotions. Most of the time people will operate in Level 1 and 2, often with little or no effort. Operating at Level 3 takes real commitment but also provides a much better platform, especially when dealing with difficult issues. In a team meeting, take a bit of time to discuss and consider the following questions: How effective are we all at listening? What are we basing our opinions of our listening effectiveness on? When are we most effective at listening? When are we least effective at listening? How does it impact on the team when we don t listen? What small changes could we all make to improve our listening skills? It is important to get everyone to contribute and have the time and freedom to share their views. 26

27 Resource 8: I know what is expected of me All roles tend to have detailed job descriptions. Despite this, there can often be differences between employees and managers in terms of what is expected from team members. The aim of this exercise is to determine how well goals and expectations of managers and employees are aligned. It works as follows: Each manager or team leader arranges a one to one meeting with each of their direct reports. Ahead of the meeting both the manager and employee write down and place in an envelope their understanding of the top 5 goals and expectations for that individual. Both envelopes are opened at the start of the meeting. A comparison is made between the two and is used as the basis of making sure that every direct report has clearly agreed goals and expectations. We agreed that your top 5 goals on which you would be measured are: 27

28 Resource 9: How involved are you? Involvement helps to build greater engagement. On a scale of 1 (little) to 10 (totally), how involved are you in significant decisions that impact on you and the team? What type of involvement do you really value? What would help you to be more involved in the success of your team? 28

29 Resource 10: Career discussion template Good employees are ambitious. This template sets out some ideas on having a structured career discussion with each team member. How do you feel your career is progressing so far? What would you like to achieve career wise in the next 2, 5 and 10 years? How can I help you to start moving forward in your career? Who else can help you, in your view, to move forward in your career? 29

30 Resource 11: Honesty in our department and organisation Honesty was highlighted as the number one contributor to a great place to work in a survey of NHS Finance staff. This resource is designed to help Finance teams assess where they are at present and determine what improvements they want to work on. It is recommended that this is a discussion at a Finance team meeting. How would you define honesty in your own words? Where do we do well right now in terms of being honest? What could we do better in the areas of honesty? What are some of the indicators that we are being honest? 30

31 Resource 12: Integrity in our department or organisation How do you define integrity? When do we demonstrate high levels of integrity? What else could we be doing to be even better at demonstrating integrity? 31

32 Resource 13: How successful are we at achieving a good work-life balance? How do you define a good work-life balance? What hinders a good work-life balance in our team? What steps could we all take to improve work-life balance? 32

33 Resource 14: Being treated fairly What is being treated fairly in your own words? When do you see evidence of being fairly treated? When do you notice or feel that you re not being treated fairly? The benchmarks or criteria I use for assessing whether being treated fairly are: The most important things to determine whether I m being treated fairly are: 33

34 Resource 15: Support from boss / manager What support do you look for from your boss? On a scale of 1 to 10 (1 being not at all, 10 being completely), how well do you feel supported at present? Where would you like more support? 34

35 Resource 16: Being respected by manager and colleagues I know I am being respected by my manager and colleagues when: Overall I feel respected by my manager and colleagues Never Sometimes Most of the time Always What I think would help respecting each other is: 35

36 Resource 17: Do we have good open 2-way communication? On a scale of 1 to 10 (1 being not at all, 10 being completely), how good is our 2-way communication at present? What do we do well in terms of 2-way communication? What could we do even better in terms of 2-way communication? 36

37 Resource 18: Trusting leaders and managers What creates trust in leaders and managers in your view? How would you rate your trust in your leaders and managers? Low Medium High What positive things do they do to create trust? What else would they do to gain even more trust? 37

38 #futurefocusedfinance