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GPtW PILOT TEAM LEADS TELECONFERENCE 04.9.2014 CK/SS/FFF

Future-Focused Finance Great Place to Work

Pilot Assessment Team Leads

Conference Call

Thursday 4th September 2014, 3pm – 4pm

UK Freefone: 0800 032 8069

Participant passcode: 78754650 then #

Chair – Cathy Kennedy

Participants – GPtW pilot organisation leads

A G E N D A

Agenda Item Lead by Time

1.Welcome and introductions

Chair 15:00 – 15:05 (5)

2.Survey results

Initial thoughts

Feedback on communication of results

Any queries / concerns

ALL 15:05 – 15:15 (10)

3. Independent Evaluation with CIPFA

Method & timescales

Requirements from pilot sites

How the conclusion will be presented and feed into next steps for all

Chair

15:15 – 15:25 (10)

4. Preparing for Evaluation Event

Objectives

Format (any feedback on agenda?)

How attendees should be preparing

What will happen after 12th September

Chair & ALL

15:25 – 15:55 (30)

5. AOB Chair

15:55 – 16:00 (5)

GPtW PILOT SITES CONFERENCE CALL NOTES 21.7.2014 CK/SS/FFF

Future-Focused Finance Great Place to Work

Pilot Assessment Team Leads

Conference Call

Monday 21st July 2014, 2pm – 3pm

Chair – Cathy Kennedy Participants:

Cathy Kennedy (CK) Mel Simmonds (MS) Simon Carrington (SC) Sam Sherrington (SS) Sarah Hall (SH) Chris Riley (CR) Robert Willis (RW) Hayley Wardle (HW) Jodie Cousins (JC) Helen De Val (HD) Daniel Carlen (DC) Dena Walker (DW) Katie Wallace (KW) Karen Berry (KB) Steve Hackett (SH) Clive Johnson (CJ) Kathy Roe (KR) Joe Teape (JT) Richard Bates (RB)

NOTES

No. Notes

1

Welcome and introductions CK welcomed the participants and thanked everyone for dialling in. Apologies: Mark Smith Neil Kemsley Patrick McGahon Paul Hyde Deborah O’Brien Pam Hobbs Nicki Emmett Ros Francke Ismail Hafeji Becky Vine Dawn Scrafield

2 Feedback on process so far Communications from FFF team and GPtW institute to pilot teams

Were given plenty of notice

Some found emails went into junk inbox

Didn’t receive reminders

The term ‘management’ was unclear

The completion graph was useful to see Team interest / uptake

Some teams had 100% completion

Teams were involved and engaged

Sent out internal reminders

2

Used discussions in team meetings to engage

Less easy to engage with large teams

3 Promotion/Communications FFF website – review of blogs by pilots, use of ‘community’

Share benchmarking with each other and other organisations

Avoid directly commenting on other people’s scores

Volunteers to do articles/be interviewed

Get involved with professional body magazines and publications

Ideally some articles before September event and some after

Talk about process, aims and learning – the good and the bad

Other sources for publication – HSJ, HFMA, institute magazines, FSD areas, other networks

4 Activity & Actions for August .Key dates: 15th August – Scorecard results from GPtW Institute sent to FFF team –would be useful to see a template of what the results will look like beforehand 15th/18th August – Scorecards circulated to pilot sites 12th September – Evaluation Event – focus on development needs rather than negativity

5 Update on 12th September Evaluation Event The event is being held from 10am to 4pm at 110 Rochester Row, Victoria, London, SW1P 1JP – book travel tickets asap All pilot site FDs/CFOs are expected to attend as per the application criteria FFF team to share the agenda for the day with the pilot sites soon – brief them on what to prepare / bring Agreed to set up another conference call for pilot sites a week / 10 days before the event – confirmed for Thursday 4th September 3pm to 4pm.

ACTIONS TABLE

Action Ownership Deadline

Circulate example template of GPtW results scorecard

SS 08.08.14

Circulate scorecards to pilot sites CK / SS 15-20.08.14

Volunteer for articles / interviews with professional body magazines

All 12.09.14

Share agenda for evaluation event with pilot sites

FFF team 18.08.14

Set up conference call for pilot sites and CK

BV 01.09.14

Trust Index © Feedback Report © 2013 Great Place to Work® Institute, Inc. All Rights Reserved.

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TRUST INDEX © FEEDBACK REPORT 2014

Future Focused Finance

06 Aug 2014


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Contents

1. About this report ................................................................... 3

2. How to use this report .......................................................... 4

3. Results by statement and

demographic group............................................................... 5

4. Great Place to Work® Model Overview (Appendix) ............................................................ 6


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About this report

The Great Place to Work® Feedback Report is based on your employees’

responses to the Trust Index© survey. The report illustrates the average levels of

your employees’ confidence in the policies and practices that underpin the unique culture of your organisation. The results are shown in relation to the Great Place to Work® Model©

By quantifying and analyzing employee’s perceptions, you will be able to identify

challenges and solutions to create a supportive work environment encouraging a motivated, engaged and loyal workforce. This Feedback Report will help you with the following:

Craft an effective communication process to share results with the entire

organisation.

Senior leadership may use the results to identify their vision of a great

place to work and how to get there by identifying the key areas that best

support their business strategy.

Both leaders and non-management can review their own behaviours in

line with the overall vision and identify key individual areas for change.

If departmental information is included, local managers can use their

results to develop specific team plans that support the broader strategic vision.

As a senior leader in your organisation you will no doubt be interested in understanding and interpreting your Great Place to Work® survey results. This report

provides a more detailed overview specifically designed with decision making in mind.


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How to use this report The Trust Index© Survey is designed to measure employees’ perception of the

quality of their workplace relationships - with management, with their jobs and with other employees.

The results of your survey can be analysed both by focusing on every single statement and by applying an overall perspective based on three kinds of shading.

The meaning of these shadings is explained below: Green: Questions where more than 80% of the respondents have answered

positively are green. In these areas employees have a high level of satisfaction.

Yellow: Questions where more than 60% but fewer than 80% of the respondents

have answered positively are yellow. The level of employee satisfaction is average. Red: Questions where fewer than 60% of the respondents have answered positively

are red. These areas are typically the ones an organisation should focus on in the future as the current level of employee satisfaction is quite low.

NB. For questions where fewer than five employees responded, the results are not

shown in order to protect employee identity.

Example of vertical analysis

Using the shadings you can quickly identify whether there are differences between demographic groups in terms of their overall workplace experience or how they view

aspects of the practices and policies of the organisation. For instance, where the column “Female” contains more green than red cells than the column “Male” this may indicate a difference of perception between genders. A similar type of analysis

can be conducted on the other demographic variables – age category, years of service, work status, type of job etc.

Example of horizontal analysis

The employee survey is divided into five sections: Credibility, Respect, Fairness,

Pride and Camaraderie. By looking at the Feedback Report it is possible to see where in the organisation the employee satisfaction is greater. If, for instance, the

cells in the Camaraderie section are almost all green then this is an area where the organisation reached a high level of employee satisfaction. If, on the other hand, the Fairness section contains many red cells then the Feedback Report shows that this

is a potential focus area. This way of analysing the Feedback Report horizontally can of course also be conducted on the individual questions.

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NHS Finance


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Ability to be oneself

Socially friendly and welcoming atmosphere

Sense of “family” or “team”

How it Plays Out in the Workplace

Communications are open and accessible

Competence in coordinating human and material resources

Integrity in carrying out vision with consistency

Supporting professional development & showing appreciation

Collaborating with employees in relevant decisions

Caring for employees as individuals with personal lives

In personal job, individual contributions

In work produced by one’s team or work group

In the organisation’s products and standing in the community

Equity—balanced treatment for all in terms of rewards

Impartiality—absence of favoritism in hiring and promotions

Justice—lack of discrimination and process for appeals

Dimension

Credibility

Respect

Pride

Fairness

Camaraderie

T R

U S

T

Great Place to Work® Model Overview

The Trust Index© is designed to measure employees’ perception of the quality of their

workplace relationships - with management, with their jobs, and with other employees.

Percentages: Respondents are instructed to answer all statements as they apply to

their organisation using the following five response options:

1 = Almost always untrue 2 = Often untrue

3 = Sometimes untrue/sometimes true 4 = Often true

5 = Almost always true

Positive responses indicate the percentage of those who answered the question by

marking either “Often true” or “Almost always true.”

Dimensions: The five dimensions of the Great Place to Work® Model© are based on

the definition of “a great place to work” as one where you:

trust the people you work for,

have pride in what you do

enjoy the people you work with.

The first three dimensions — credibility, respect, fairness — seek to determine to what extent employees feel that they have trust in management.


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Great Place to Work® Model Dimensions

By understanding your results by dimension, senior leadership will be able understand

where to focus strategic activity:

Credibility is a relationship built between leaders and employees

that is based primarily on the quality of communications that underpin their day to day transactions. The competence,

consistency and integrity of leaders inspires confidence among

employees. Communication, competence and integrity form the basis for creating an environment where trust can flourish.

Respect is a reciprocal currency in the relationships between

employers and employees and to a large extent dictates the nature

of interpersonal communications. Understanding and recognition of each person’s role in the enterprise is the foundation for valuing

each other’s’ contribution. A truly great workplace will be

characterised by a strong sense of caring for people in both their professional and their personal lives.

Fairness may be understood as a corollary of respect, in that

mutually respectful dealings will result in a balancing of what is

given with what is taken. Fairness requires clear and transparent rules of entitlement for all employees and well conceived and

understood processes for appealing decisions that may appear to compromise the rights of individuals or groups. A great workplace

will go beyond compliance to establish its own culture of fairness.

Pride in professional life has three sources: the standing of the

organisation in the world, the particular job that a person does in the organisation and the achievement of working in a successful

team. Pride is therefore a significant emotional connection between

the employee and the organisation. Pride is generated by honest and ethical business practices, socially and environmentally

responsible behaviour and a commitment to fostering a strong

sense of community based on shared values.

Camaraderie conveys a sense of a joyfully shared enterprise in

which people derive satisfaction both from the relationships which

they build in order to achieve a goal and from achieving the goal.

Best workplaces enable an intimacy among employees where individuals feel confident that they are accepted and cared for, an

atmosphere of hospitality into which people feel welcomed and a sense of cooperative teamwork in which people feel they have a

rightful place.


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Future Focused Finance – Fulfilling our Potential: Great Place to Work

Specification for Independent Evaluation of Team Assessment Pilot

August 2014

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About CIPFA

Through the various facets of our Institute and commercial operations, CIPFA champions

high performance in public services. In an ever changing public services environment,

CIPFA is leading the way in assisting public sector organisations to transform their

relationships with stakeholders and the general public.

We provide a range of high quality advisory, information, software, training and

consultancy services to public service organisations. Our services are used by more than

2,000 organisations throughout the United Kingdom, including most local authorities. We

also support central government departments, health service trusts, police and fire

authorities, agencies and charitable organisations. Our advice is also sought by a growing

number of international clients, private sector bodies and third sector organisations.

CIPFA plays a vital role in the development of policy and technical guidance in public

financial management, governance, financial reporting and audit for public sector finance

managers. CIPFA panels and technical boards are responsible for the Institute's policy and

technical work, each specialising in a different public finance function or sector.

One of CIPFA’s key strengths is its experience in collection and analysis of financial and

non-financial data; producing detailed statistics, comparative data and benchmarking.

CIPFA has been collecting public sector financial information for over 100 years and has

excellent relations with organisations across the public services.

CIPFA also has considerable experience in defining and analysing information collected by

surveys from local authorities and the wider public sector, with a focus on setting robust

definitions, collectability of data, maximising responses and keeping to a minimum the

cost and burden on data providers. Its services encompass all strategic and operational

management issues within the public sector, which enables its trainers, consultants and

advisors to access specialist expertise and data for the benefit of clients.

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Background

Following a pilot exercise of 20 organisations, mapped below, NHS England wishes to

commission an independent assessment of the survey conducted by the Great Place to

Work® Institute amongst its finance staff.

Key to this is an objective assessment of the process, fit and impact of the approach in the

NHS. The aspects to be examined include: format, content, IT, fit to public sector, use of

results and triangulation with the NHS staff survey. A requirement of the successful bidder

is the development of a set of criteria that can measure success unambiguously.

CIPFA draw on a number of strengths in our proposal. Our understanding of the NHS

stems from many perspectives, including providing the only professional qualification

specifically designed to meet the needs of the NHS and in providing a wide range of

support services, including developing workshops for the NHS Future Focused Finance

programme.

More specifically, in relation to staff within a finance role, the CIPFA Finance Management

(FM) Model has been recognised by HM Treasury as setting out the fundamentals of best

practice financial management within a public sector organisation.

One of the key components of the FM Model is reference to people and their role(s) within

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themes such as securing stewardship, supporting performance and enabling

transformation. As such, our view of the Great Place to Work scheme will be influenced by

the judgements outlined within the FM Model.

Objectives

The client’s objectives of this exercise are to:

Provide an evaluation of the pilot to establish whether the methodology:

o Is of demonstrable benefit, adding significant value over and above the

standard national NHS staff and finance team surveys that already occur

o Is suitable for all organisation types and sizes

o Adds value – and to what extent – in all circumstances, e.g. new

organisations and well established organisations; teams that have already

done significant development work and those who have not

Be clear about the (actual and potential) strengths, weaknesses, opportunities and

threats of the approach being tested by the pilot sites

Capture lessons learned from the pilot sites that can add value to any future rollout

and/or use of this assessment process by individual organisations. Examples may

include (but should not be limited to) maximising response rates, effective

communications, clarity of questions, question design/coverage.

It is worth noting that the purpose of the evaluation is not in respect of the survey

methodology, concepts/questions, data or analysis.

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Our approach

Our proposal consists of three distinct stages:

Desk research

Interviews (depths)

Interviews (online discussion forum)

As part of the desk research, we will undertake a review of the NHS staff survey

methodology and question set and a review of the Data Protection Act, as well the

guidance issued by the Market Research Society, in relation to surveys of staff.

We will then undertake twenty telephone interviews (depths) across each of the pilot

sites of the Financial Directors, or their equivalent. To ensure continuity and comparability,

each interview will be based on a standard discussion guide, which will be developed

based on the objectives outlined above. We estimate that each interview will last

approximately 30-40 minutes, with each interview being undertaken by a member of

CIPFA staff based at our offices in London.

The final component is an online discussion forum through which we aim to test the

theories/views expressed by the Financial Directors. Those invited to join this discussion

will be at a lower level of seniority, and will therefore have a different perspective on the

purpose/outcomes of the Great Place to Work survey.

Timing

Commencement of work, week commencing 25-Aug-14

Week

no.

Week

ending

Activity Project

Days

1 - 2 05-Sept-

14

Undertake desk research

Design discussion guide for depth interviews

Recruit interviewees for depths and discussion forum

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3 - 4 19-Sept-

14

Undertake depth interviews

Attend pilot workshop

3

3 - 5 26-Sept-

14

Transcribe interviews and develop findings/insights 3

4 - 7 10-Oct-14 Develop questions for discussion forum and roll out 1

8 - 10 24-Oct-14 Analysis of forum discussions 3

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FUTURE-FOCUSED FINANCE

GREAT PLACE TO WORK EVALUATION EVENT: AGENDA

BACKGROUND We wanted to test whether the ‘Great Place To Work’ survey instrument would be beneficial and effective as a way of providing helpful and cost-effective information about what finance teams need to be doing to become a ‘great place to work’ , based on staff views. We asked Trusts if they would be interested in volunteering for a pilot test of this instrument, and from the 40 Trusts that offered to take part, we selected 20 Trusts which would provide a mix across region, size, etc. The 20 Trusts have now completed the ‘Great Place To Work’ questionnaires, and had their results returned to them. Along with observers, an evaluation team, and other key stakeholders, the Finance Directors (plus two other nominees of their choice) of the 20 Trusts have been invited to this event to review the effectiveness of this process, and decide ‘where to from here’. The event will be managed by an independent facilitator. DESIRED OUTCOMES We would like to achieve the following outcomes:

1. The views of the pilot Trusts on the process (see questions already sent to you in covering letter)

2. A Communication Plan – who should be sent the results of this survey, and how, and for what reason(s)?

3. An Action Plan for the pilot sites– what will each organisation do with these results, and what collectively can the pilot group do, and how?

4. Next steps for FFF (GPtW Action Area) - reflecting the collective learning to date from the pilot process, and the potential for additional learning if there is longer term follow up of the pilot sites.

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OUTLINE PROGRAMME: MORNING 10.00 Welcome and opening address (Cathy) 10.15 Where are we now? Overview of the results; high level

information, dashboard of data; moving the dial (Charles Fair)

10.45 Discussion groups and reports back (all); open discussion 11.15 Break 11.30 Review of the process:

what added value did the process produce? any gaps in the process? What else would you like to

have seen? the local questions: were they useful? Any additional questions?

Group discussions, and reports back 12.00 Process results:

what do you know as a result of the process that’s helpful (reinforcement or new)? What have you done, or will do, as a result of this information?

Group discussion and reports back 12.30 Lunch

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OUTLINE PROGRAMME: AFTERNOON 1.15 Sharing good practice: what best practice has the process revealed? Individual contributions, and review 1.45 Areas for improvement:

what are the issues you would like to work on within your Trust? Can you offer ideas or other support to those in other Trusts who would like to improve?

2.30 Break 2.45 Where to from here? what do you want to happen: on your individual Trust level? across the NHS?

How will you make this happen: individually? collectively?

3.15 Consolidation: Outline action plan Outline communication plan 3.45 Closing remarks (Cathy) 4.00 End of workshop

UK Freefone: 0800 032 8069 Participant passcode: … · Katie Wallace (KW) Karen Berry (KB) Steve...

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