Peter Totterdill_EUWIN

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Peter Totterdill

ALCHEMY Workplace Innovation and The Fifth Element

Paracelsus (1493 – 1531)

The Fifth Element

A mysterious element from which earth, fire, wind and water are simply derivatives.

Creating transformations . . .

Beyond the fragments

The Fifth Element

Beyond the fragmentsSustainable performance and quality of working life

HIGH PERFORMANCE

GOOD WORK

SUSTAINABLE ORGANISATIONS

Work organisation

The Fifth Element

Convergence between high performance and quality of working life

. . . but why is it so difficult to achieve?

Teamworking

Team behaviours

HIGH PERFORMANCE

GOOD WORK


Work organisation

Structure and systems

The Fifth Element

Breaking down barriers

HIGH PERFORMANCE

GOOD WORK


Work organisation


Reflection and Innovation

The Fifth Element

Co-created innovation

Facilitators

Guerrillas

HIGH PERFORMANCE

GOOD WORK


Work organisation


Workplace partnership


The Fifth Element

MANAGEMENT-UNION PARTNERSHIP

LEADERSHIP

Quick Guide to Leadership Theory

Co-created leadership . . .

Co-created leadership . . .

DON’T worry about:

Charisma

Personality

Strategy

DO worry about:

Self-directed teams

Line management

Opportunities for shared reflection and learning

Employee voice

Recognising the force of the better argument

Recognising the force of the better argument

. . . whoever it comes from

HIGH PERFORMANCE

GOOD WORK


Work organisation




The Fifth Element

HIGH PERFORMANCE

GOOD WORK


Work organisation




The Fifth Element

Customer Focus

Employee Engagement

Productivity

Enabling Culture

Resilience

Enterprising Behaviour

. . . workplaces where employees at alllevels can use and develop their fullrange of knowledge, skill and creativityin their day-to-day jobs.

So how can

EUWIN

promote

workplace

innovation?

A community of enterprises,

social partners, policymakers

and researchers.

A widespread campaign.

Keynote events across Europe.

A knowledge bank to support

practitioners.

. . . and become a EUWIN Ambassador!

Join euwin at http://tiny.cc/rh6juw

[email protected]

www.goodworkplaces.net

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Workplace Innovation

for

quality jobs

and

organisational performance

Frank Pot

“Gipuzkoa Workplace Innovation”, San Sebastian, 7 May 2015

Concept workplace innovation used by

• Eurofound, Dublin (2005 – recent EWCS, ECS, cases)

• European Economic and Social Committee (opinion 2011)

• European Commission (since 10 October 2012)

• EU OSHA, Bilbao (since 2012)

• European Parliament (18 December 2013)

• IndustriAll ( Manifesto 2 April 2014)

• English translation of Finnish, Flemish, Dutch and Basque

programmes

• National tripartite initiatives in UK and Ireland

• OECD (also ‘innovative workplaces’)

• Number of institutes in USA

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Societal relevance workplace innovation

• Competitive economy:

• Global competition and knowledge based economy

development of competences and skills needed

• Future decreasing workforce increasing labour

productivity needed

• General values

• Democratic and prosperous society, societal wellbeing,

good work

• Economic model based on the ‘high road’

• ‘National’ programmes in Finland, Germany, Belgium, the

Netherlands, Norway, UK, Ireland, Sweden

Organisational relevance of workplace

innovation• Workplace Innovation claims simultaneous improvement of

organisational performance (in particular productivity and

innovation capabilities) and quality of working life (learning

opportunities, wellbeing, stress prevention).

• Making new technology work through innovative work

organisation

• Workplace innovation explains a larger part of innovation

success than technological innovation does

• These claims are supported by a number of theories and

research projects Unfortunately there is no time today to

refer to those. The next slides give an impression.

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37

Overlap of OSH and workplace innovation

Workplace

innovation

Health Wellbeing Performance

Work

organisation

HRM

Employment

relationship

Ergonomics

Working

times

Job autonomy

Employability

Involvement

Comfort

Work-life-

balance

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Empirical evidence: Best and poorest performers on

both dimensions in Finland (409 self assessments)

Poorest group

31 projects

top-down

interventions

Best group

152 projects

participation

internal collaboration

Perf

orm

ance

+

-

Source: Ramstad, 2009

Quality of working life+ -

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Working Smarter and Performance (NL)

Performance criterion

SMEs without

working smarter

SMEs with

working smarter

Company results 2 18

Company turnover 7 15

Productivity 5 14

Employment 6 11

Economic Institute for SMEs. Source: Hauw et al., 2009; n = 650

% change in performance last 2 years

40Source: BISAM 2011/07, G.I.B. and G.I.B., 2013

5,7% 6 % (3,5)

37,4% 43,5 % (39)

65,7% 74,5 % (40,9)

58,1% 65 % (31,3)

12,1% 13,4 % (17,4)

17,4% 19,1 % (46,2)

17,8% 18,8 % (26)

13,5% 17,6 % (57,4)

20,9% 21,3 % (45,9)

19,1% 22,7 % (54,7)

31,5% 37,2 % (52,9)

34,7& 48,8% (56,8)

0% 25% 50% 75% 100%

Other

Higher product/service quality

Improved work organisation

Preserving employment

New technologies

Higher market share

New products/services

Higher profitability

Lower costs

Increased turnover

Increased productivity

Increased employability

Answers to the question about improvements as a result of the potential-consultations

(consultations in Region NRW, Germany, 2010 actual, n=1.197and in 2012, n = 2.164) , actual and (expected)

Monitor Social Innovation Region LimburgMaastricht University NL: Schumacher, Gerards, De Grip (2015)

• 141 organisations: in industry (56), commercial services

(62) and non commercial services (23); all sizes

• Pilllars/measurements: strategic orientation on social

innovation; speed of internal change; self-organising

capacity; talent development; investment in knowledge

base; employability

• Results: Social innovative organisations perform better:

Higher growth of turnover

Stronger development of new products and services

A more comprehensive sustainability

Lower sickness absenteeism41

European Working Conditions Survey 2010

n = 2,048 (DK, IE, NL, FI, SE, UK). Source: Dhondt, Pot, Kraan 2014

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Case Bronkhorst

Bronkhorst HIGH-TECH

in Ruurlo, the Netherlands

• Develops and produces thermal mass flow meters and

controllers (about 275 employees)

• Clients all over the world; surface treatment, process

industry, life sciences, automotive, bio-technology, etc.

• Continuous innovation of product technology and

manufacturing process

http://www.bronkhorst.com

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Innovation of manufacturing process

• Demand flow

• Lean Manufacturing

• Workplace innovation

• Training on the job (developing

competences)

• Involvement

• Partner TNO

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Results

• Productivity plus 20%

• Throughput time minus 30%

• More flexible work organisation

• Enthusiastic staff

Tourism SME’s in Catalonia

• Co-innovation results into increasing income and optimising

resources (n = 500).

• Co-innovative factors being:

Internet use (input endowment and operational and

marketing activities

Radically innovative products and services

Work organisation factors (worker autonomy with regard to

proposing objectives and with regard to organising tasks,

teamwork and multi-role work practices

Source: Torrent, Ficapal-Cusi et al., 201546

Discussion

• Concept ‘workplace innovation’ has gained policy profile.

• Core characteristic: direct employee participation reflecting

combined interventions in work organisation, HRM, work

relations and supportive technologies

• All research shows wide variety of better performance

• Quality jobs contribute to competitiveness through higher

productivity and innovation capability. Win-win outcomes as

a creative convergence rather than a trade-off

• Research on organisational level focusses more on

performance than on QWL, which is mostly investigated on

individual level

• National or regional programmes can be supportive; social

partners should be leading, governments and research

institutes supporting

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Next slides only if there is more time

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Examples companies

SEMCO

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SEMCO principles and values

• 6 Encourage creativity, giving support to the bold;

• 7 Encourage everyone's participation and question

decisions that are imposed from the top down;

• 8 Maintain an informal and pleasant environment, with a

professional attitude and free of preconceptions;

• 9 Maintain safe working conditions and control industrial

processes to protect our personnel and the environment;

• 10 Have the humility to recognize our errors and

understanding that we can always improve.

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SEMCO survival manual

• Only people who respect their followers can be leaders

• It makes no difference whether someone has a high ranking

or a humble position. Philosophy is based on active

involvement, participation and trust.

• Whenever possible we rotate people: Some people change

area and other people change business unit. This is another

development opportunity

• The Semco Group believes that constant relationships with

unions are healthy for the company and the employees

• Flexible working hours where possible. Each person

controls their own working hours

• Occupational Safety is not only a company responsibility.

Keep your eyes open 52

Philips offices Bogota

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From traditional to new work styles at Philips

• Slow, cumbersome

dissemination of knowledge.

• Complex, systematic,

orthodox and rigid work

structure

• Barriers separating units

and departments, even in

the same building.

• Communication forms: mail,

telephone, fax and e-mail.

•

• Face-to-face collaboration

• Instantaneous, multi access

knowledge sharing.

• Simple, flexible, mobile, fast

and unconventional work

structures

• Cross functional

collaboration and open

transparent spaces.

• Chat, group instant

messaging, video

conferencing and VoIP.

• Virtual teaming

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Philips Workplace Innovation, world wide

• WPI Mission

• Contribute to accelerating growth by providing innovative,

effective and efficient work environments for Philips

employees supporting New Ways of Working.

• WPI Vision

• To deploy activity based working based on shared work

environments with

• cutting edge IT, a variety of work settings and to deliver on

our brand.

• “From control to trust. Output based empowerment”55

Philips Workplace Innovation: evaluation

• Considerable cost savings (28 m€)

• Substantial increase in Net Promotor Score

• Employee engagement improved significantly:

• “My work environment is energizing and inspiring”:

• Philips overall 64% (2010)

• Completed WPI office sites before after

• Stockholm 27% 65%

• Istanbul 44% 77%

• Eindhoven-HTC 39% 57%*

• Sao Paulo 46% 75% 56

So if it works . . .

. . . why isn’t everyone doing it?

Companies using evidence-basedworkplace practices systematically

The long tail

SHARE your experiences and LEARN from others

How to keep control . . .

Power: the explicit use of authority

and the threat of sanctions to

prevent ‘insubordinate’ questioning

by employees or beneficiaries.

Anticipated reaction: previous

experience or subtle cues that ideas

will be met with hostility or

indifference.

Hegemony: the status quo is so

deeply embedded and reinforced

that alternatives become

unimaginable.

The Fifth Element Quick Quiz

In my organisation . . .

1. We have regular team meetings around current and planned work in which everybody gets to have their say.

Strongly Disagree 1 2 3 4 Strongly Agree



2. Line managers are good at providing constructive feedback and helping everyone to realise their full potential.




3. Employees at every level take part in regular opportunities to reflect on what has gone well and what can be improved.




4. Our senior team makes full use of the practical knowledge and experience of frontline staff when reaching decisions.



Four steps . . .


5. Everyone comes to work to do two things: to deliver their functional tasks in the best possible way AND to improve the business.



Ulma Embedded Solutions S. Coop

EderfillBecker S. Coop

Lortek S. Coop

Datik

The Fifth Element in Practice

Peter Totterdill_EUWIN

Education

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