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Transcript of NHS Workforce Leaders Summit /media/Employers... NHS Workforce Leaders Summit. Trust comes on foot...

  • NHS Workforce Leaders Summit

  • Trust comes on foot but leaves on horseback Professor Veronica Hope Hailey Head of Strategic and International Management University of Bath, School of Management

  • So – what to do?

    External Context

    2012

    ChangeTrust

  • Everything has to be taken on trust… it’s the currency of living Tom Stoppard Rosencrantz and Guildenstern are Dead (1967).

  • Definitions of Trust?

    • A psychological state comprising the intention to accept vulnerability based upon positive expectations of the intentions or behaviour of another” (Rousseau, et al., 1998: 395)

    • “An individual's expectation that some organized system will act with predictability and goodwill" (Maguire and Phillips 2008).

  • Benefits of trust (Dietz, 2011)

    Trust levels at work

    Employee Engagement (extra effort, job satisfaction, commitment)

    Operational Efficiencies

    Information Sharing & Knowledge Exchange

    Positive Work Climate

    Individual, Group & Organizational Performance

    Cooperation & Problem Solving

  • HRM = higher trust • HRM policies and practices are

    claimed to be amongst the most influential areas for trust development (Robinson and Rousseau, 1994)

    • HRM has been proven to be a key agent in building and maintaining trust (Whitener, 2001).

  • Drivers of trustworthiness (Dietz and Den Hartog 2005)

    Ability Benevolence Integrity Predictability

  • Qualitative and Quantitative data – September 2011

    Senior Managers/CEOs

    20 1 hour interviews

    HR Managers 70 30 x 1 hour interviews/ 1 focus group x 40

    Middle Managers 30 1 hour interviews

    Lower level staff 100 90 minute focus groups

    YouGov 2000 Survey

  • Research sample • Ernst and Young • GKN • Cable and Wireless • Bank Group • Day Lewis Pharmacy • Orvis • John Lewis Partnership • Norton Rose

    • HMRC • Department for Business,

    Innovation and Skills • Norfolk County Council • Sunderland C Council • Royal Mail • Hants County Council

  • Key trust relationships

    Trust in Leaders

    Trust in the Organisation

    Trust in the Line Manager

    Trust in External Relations

    Trust in each other

  • Trust in each other – “We’re all in this together”

    Colleagues

    Customers

    Organi- sation

    Senior Managers

    Line Managers

    STRENGTHS

    • In adverse times everyone pulls on the large trust fund created during the good times to help each other through

    • Huge emphasis on INTEGRITY of leaders

  • STRENGTHS

    • Provided leaders can demonstrate their ability, benevolence and integrity they will be able to lead people through adverse times

    • Particular emphasis on BENEVOLENCE in leaders (followed by integrity)

    Trust in our leaders

  • Trust in our organisation

    The organisation

    as institution

    Staff

    Stake- holders

    Customers/ service users

    Sen Managers

    STRENGTHS

    • Strong on procedural justice through promotion of extremely fair HR systems

    • Trust is in the systems and the goodness of the purpose of the institution

    • Not dependent upon the cult of the individual leader to promote trust

  • Trust for our external customers is key

    STRENGTHS • Leaders focus on their ABILITY

    to keep business on track

    • Benevolence of leaders is less relevant as focus is on external rather than internal

    Customers Senior MgntStaff

  • Trust for our external customers is key WEAKNESSES • In adverse times, previous lack of

    attention to internal trust may mean that integrity or benevolence of leaders is questioned.

    • Organisations may not be able to relaunch growth through innovation or be an attractive employer in tight labour markets

    Customers Senior MgtStaff

  • Trust in the Line Manager

    Trust in senior managers

    Trust in Line

    Manager Trust in the organisation

  • Trust in Line Manager - Weaknesses

    Organisation Senior Manager

    Line Managers may be detached from Organisation and Senior Managers

  • Climbing out of the valley of distrust

  • So what did organisations do to retain trust?

  • Key Learnings

    1. Create a Trust Fund – pre-crisis manage trust as a precious commodity

    2. Leadership as Service – serving employees as well as shareholders throughout the change process

    3. Kill spin – honest communications 4. Reengage the Middle and the Local Levels during

    change – the local manager is the key trust relationship and so engage them in planning and designing change

    5. Reposition the Employment Relationship – manage employee expectations – change as evolution

  • 6. Create a trusting culture - Leaders must trust downwards if they want to be trusted themselves

    7. Behaviours – Maximise trustworthiness through constantly demonstrating trustworthy leadership and communication

    8. New roles for HR – has the function become too focused on the strategy and not enough on the people?

    Key Learnings

  • Create a trust fund – keep charging the batteries

  • • Senior managers to be more visible, locally, in a face to face capacity, as well as virtually

    • If they cannot be more visible face to face, delegate “leadership” down to local middle managers

    • Personal benevolence v. self serving behaviour • CEOs being courageous and taking a moral stance • Public sector leaders – personal, relational and

    accountable • Nature of followership also had to change – creating

    trust is everyone’s responsibility • Benevolence becomes “two way” – upward forgiveness

    Leaders and followers

  • • Authentic face to face dialogue, not just electronic

    • Importance of behaviours not just written words

    • Local messaging needed to be regular and relevant to people’s lives

    • Above all, avoid “spin”

    • Apologising for errors actually increases trust

    Communication – ’’Face into the storm!!’’

  • • Don’t undermine local managers, it is not in the best interest of the organisation because of their trusted relationship with local staff

    • The more customer facing your local staff the more critical it is to maintain the trust chain of… organisation →

    senior manager → local manager →

    employee

    Engaging the middle and the local

  • • Redefining the psychological contract

    • Organisations may need to promise less in their branding but be able to deliver more, an employer in the 21st century can guarantee

    Renegotiating the employment relationship

  • • Some people do not trust HR – see as solely concerned with organisational needs?

    • In some cases HR was so downsized itself it was unable to offer much support as a function?

    • Is there a role to be a conscience of the organisation?

    • Or do we need to rethink our own trustworthiness?

    And what of HR?

  • Drivers of trustworthiness in Leaders (Dietz and Den Hartog 2005)

    Ability Benevolence Integrity Predictability

  • Professor Veronica Hope Hailey Head of Strategic and International Management

    vhh20@management.bath.ac.uk University of Bath

    “Trust comes on foot but leaves on horseback”

    Plenary Keynote NHS Employers

    mailto:vhh20@management.bath.ac.uk�

  • NHS Workforce Leaders Summit

  • Closing Remarks Dean Royles Director, NHS Employers

  • NHS Workforce Leaders Summit Trust comes on foot but leaves on horseback So – what to do? Everything has to be taken on trust… it’s the currency of living Definitions of Trust? Benefits of trust (Dietz, 2011) HRM = higher trust Drivers of trustworthiness (Dietz and Den Hartog 2005) Qualitative and Quantitative data – September 2011 Research sample Key trust relationships Trust in each other –�“We’re all in this together” Trust in our leaders Trust in our organisation Trust for our external customers is key Trust for our external customers is key Trust in the Line Manager Trust in Line Manager - Weaknesses Climbing out of the valley of distrust So what did organisations do to retain trust? Key Learnings Slide Number 22 Slide Number 23 Slide Number 24 Slide Number 25 Slide Number 26 Slide Number 27 Slide Number 28 Slide Number 29 Drivers of trustworthiness in Leaders (Dietz and Den Hartog 2005) Professor Veronica Hope Hailey�Head of Strategic and International Management�vhh20@management.bath.ac.uk�University of Bath�� NHS Workforce Leaders Summit Closing Remarks Slide Number 34 Slide Number 35