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Flexible working case studies (PowerPoint)

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					   Jon Watkinson
  The Project Network Ltd



Overcoming resistance to
flexible working in
local government


                     19 Sept 2006
 Case Studies
•Centre for Defence Analysis MOD
•London Borough of Lambeth
•Runnymede Borough Council
         What is flexible working
•   Some working from home
•   Some working on the road
•   No dedicated desk for those that do
•   Reduced reliance on paper
•   Remaining connected though technology
•   Reduced dependence on face to face interaction
•   Some flexibility in working hours
•   Measure performance by output rather than attendance
•   More conference calls and less meetings
•   Relies on good relationships and trust
•   But not all or nothing
        The Potential Benefits
      The Managers’ Perspective
                                                      HARD
• Office cost savings - typically £9K p.a. per desk
• Reduced buildings overheads – typically 30%
• Reduced rates of sickness typically 4/5 day per
  person p.a.
• Reduced staff turnover – typically 20% less
• Reduced recruitments costs – typically £2k -
  £10K per person
• Extended service to local electorate
• Greater work output
• Better work / life balance
• Reduced environmental impact
                                                      soft
Potential for saving space and desks - local
                 government
                                                 Office   Field
                                      Managers   staff    staff
  Maximum % of staff who could
  work flexibly some of the time
                                       80%       60%      90%

Minimum % of staff who could work
     flexibly some of the time
                                       30%       30%      60%

  Of those working flexibly the
average % of time not in the office
                                       30%       60%      80%
  Maximum potential space/desk
           saving
                                       24%       36%      72%
  Minimum potential space/desk
            saving
                                        9%       18%      48%
Conclusion

     There is a
    compelling
business case to
    adopt some
 flexible working
     Components of Change
intangible

                               Culture &
                  Leadership   Behaviour




                  Technology   Organisation &
                               Processes


TANGIBLE
           HARD                                 soft
          Flexible Working
    Middle managers’ perspective
• Loss of control – I can’t see them
• Loss of status – where’s my empire
• Doesn’t apply to me – I have to go to work
• No financial incentive – FM make all the savings
• Can’t trust my staff – they will be having a laugh
• If they can work without my supervision I’m
  superfluous
• Open plan makes me shudder
                 Staff perspective
                Pros                              Cons
•   Reduced commuting            •   Lose contact with colleagues
•   Save money getting to work   •   Loss of team sprit
•   Easier parental care         •   Need to get out of the house
•   Work in dressing gown        •   Can’t work with home
•   Reduced distraction              distractions
•   Feel trusted                 •   Need a clean break from work
•   Flexible working hours       •   Over-do hours to prove I’m
•   Better work life balance         working
                                 •   Have to hot desk when I do go
                                     into the office

It’s good for some but not for all
Partial flexible working is most popular
            Technology enablers
•   Remote computer access
•   Broadband and bandwidth
•   Voice over Internet Protocol (VoIP)
•   Mobile phones
•   Handheld Personal Digital Assistants (PDAs)
•   Scanning to electronic storage
•   Laptops and 3G connectivity
•   Enhanced security to protect sensitive information
•   Electronic forms to remove paperwork
•   Reduced dependence on paper documents
           A Strategic Case Study
          CDA Change Programme
• 800+ MOD scientists and analysts – typical
  public sector culture
• Moved to open plan offices
• Given trading agency status
• Faced with competition from private sector
• Improve customer service & perception
• Improve project VFM, delivery and technical
  excellence
• Better use of suppliers
      4-year Change Programme
     With flexible working one part
• Over 20 change projects including:
   – Organisational re-structuring – matrix   HARD
     management & de-centralisation
   – Financial forecasting
   – Develop IT systems
   – Process re-engineering
   – Improving communications
   – Investors in People accreditation
   – Improving recruitment and retention
   – Flexible working
   – Developing innovation and creativity
   – Changing management style
   – Developing organisational culture        soft
          CDA - The Way Ahead

                                Opportunities

Mutual
Support




                  Openness
               Culture Change
• Rapid development of Managers course
  –   Focus on the soft aspects of management
  –   Motivators and de-motivators
  –   Identifying personal styles and preferences
  –   Appreciating diversity
  –   Effective delegation
  –   Qualities of leadership
• Creativity and innovation course
  – Developing active listening skills
  – Nurturing ideas
  – Developing communication skills
         Key Lessons from CDA
•   Culture change is a slow process
•   Buy-in and leadership from the top is essential
•   Management skill is wrongly assumed
•   Management styles often out of date
•   Behaviours cascade down but not up
•   Appreciating diversity is a key milestone
•   Empowerment and releasing control is difficult
•   Massive potential to improve output
•   Enthusiasm is difficult to harness and easily quashed
         A tactical case study
      London Borough of Lambeth
• Driven by accommodation strategy
• Some imposed flexible working
  –   Transition into open plan
  –   Converged network infrastructure (VoIP)
  –   Rollout of Windows XP
  –   New print solution
  –   New Ways of Working – (flexible working)
• Let contract for Lambeth wide converged
  network to rollout from May 06 – 5,500 staff
      People Lessons – Lambeth
• Training by floorwalker got all users going
• Additional impromptu MFD and VoIP training was
  beneficial
• Some senior managers resist open plan
• Great reluctance to hot desk
• Counting vacancies and planned growth distorted staff
  numbers
• You can not tell people to work flexibly – herding cats!
• But you can educate and persuade them!
• People issues exacerbated by poor advance preparation
  and engagement
    Hurdles against Flexible Working
•   Lack of mutual trust between managers and staff
•   Potential scope for abuse
•   Lack of openness
•   Excuses to mask the real underlying concerns
•   Accountability by attendance rather than output
•   Perceived loss of team coherence
•   Restrictive policies and processes
•   Discomfort with change or loss of working routine
•   Some staff lacking the discipline or environment for home working
•   Some staff lacking the personal confidence to hot desk
•   Understanding and trusting the technology
•   Over reliance on meetings to do business
•   All these are management or culture issues
•   Middle manager are the biggest source of resistance
 Office styles and comfort zones

 1           2            3          4           5
                          Personal               Flexible
Individual   Open                    Hot desks
                           desks                 working
  Offices    Plan




100%
                 Future

 Now

0%
        Flexible Working Strategy
•   Change process owned by departments, managers and staff.
•   Excellent two-way communication.
•   Facilitated solutions derived by departmental managers and staff.
•   Concentration on quick wins, which are easily deliverable, by the
    departments using established processes.
•   Internally market tools and process that have already been
    developed and deployed elsewhere in Lambeth.
•   Embed the change process as an ongoing ethos within
    departments.
•   Start with departments and managers that want to change, but…
•   have the stretch potential to envelop change in the whole of
    Lambeth in the future.
Facilitation and buy-in is the key
             Agree                Facilitated          Identify
            concept               workshop            changes




                            Identify
   Develop                    new                        Use
   concept                 changes                     Toolbax




                                                        Get full
     confidence
                                                        buy-in

                        Solve
                      problems
                                                       Connect
                                                        Depts


   See                                    Deliver
 benefits
                      Measure &                       Set
                       review                       targets
The up hill Challenge of Culture change


20th Century                          21th Century
practice                              practice

                           Early
                          Adaptors




       Cultural centre
         of gravity


             Technology   Culture    Continuous
              Delivery    Change      Change
  Management Styles Spectrum
                     Public sector




                     Comfort
                      zone

Sir Alan Sugar                       Sir Richard Branson
•Hard nosed                          •Relaxed
•Autocratic                          •Empathetic
•Wants results                       •Nurtures Innovation
•Failure = sacking                   •People orientated
  Management Styles Spectrum
                     Public Sector




                      Comfort
                       zone

Sir Alan Sugar                       Sir Richard Branson
•Hard nosed                          •Relaxed
•Autocratic                          •Empathetic
•Demands results                     •Nurtures Innovation
•Failure = sacking                   •People orientated
            Some Considerations
• Recognise different perspectives
• Often staff do not think like managers
• Explain, listen, understand and accommodate where possible –
  communication is a two way process
• People are people not clones
• Be as open as possible
• Pursue win-win-win solutions
• Differentiate between mandatory and voluntary changes
• Lead the willing and come back for the reluctant
• Use facilitation to ‘break log jams’
• Change is an iterative and never ending process
• Start with the quick wins and park difficult issues for attention later
• Make good use of the any preparation time you have available
               Some useful references

• An IDC Government white paper to help justify VoIP:

• CIPD “Flexible Working: The Implementation Challenge: pdf
  download
http://www.cipd.co.uk/subjects/wrkgtime/flexwking/_flxwrkimpchlg.htm?IsSrchRes=1>www.cipd.co.uk/subjects/
      wrkgtime/flexwking/_flxwrkimpchlg.htm?IsSrchRes=1

• DEMOS Disorganisation: Why future organisations must
  ‘loosen up’ – pdf download
http://www.demos.co.uk/catalogue/futureoforganisation/
   And finally !




The need for good
communications…
A typical project Lifecycle
A typical project Lifecycle
A typical project Lifecycle
     Jon Watkinson



            If I can assist:
 jon.watkinson@project-network.com
            07932 664817
      www.project-network.com



The Project network Ltd
                             19 Sept 06

				
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