Department of Social

Protection, Ireland
Dr. Lucy Fallon-Byrne
June 2013
Department of Social Protection is undertaking a
four year transformation programme …
Context: Launch of new integrated service …
 Context
• Major transformation programme underway
• Integration of services and merger of three separate organisations
• Pathways to work, ambitious policy agenda
• Unprecedented increase in demand for Department’s services
• New integrated and enlarged organisation of 7,000 staff
• Staff Survey: Engagement and involvement key elements of the action plan
in response to the staff survey
• Engagement workshop : programme based on recommendations from one-
day workshop
• Organisational change and development programme
• Engagement and innovation programme
• Culture and values review
 Organisational
Development Programme
 Developing the Vision Strategy into Action
Defining Core Values
Clarifying and Implementing the
articulating a clear Defining and agreeing the
Engagement and
vision for change core values of DSP
Innovation Programme
 Culture and Values Review
• Review and clarify the organisation’s values and culture
• Identify and agree core values
• Understand and define our culture
• Put the organisation’s core values at the heart of everything we do

Our shared beliefs and values that guide the way we think and behave

The personality and character of the organisation

What we do when nobody is looking

The culture iceberg
Transfer of
functions Change agenda
Public sector reform the tip of the iceberg
Transformation agenda Integration of
Transformation news service
Transformation seminars
Culture change
Discretionary effort Engagement

Well-being Local knowledge

Involvement Pride
Acceptance of Trust
Ideas change
Internalising Partnership
change
Commitment
Local initiatives Empowerment Respect
Job satisfaction Innovation Tacit knowledge
 Employee Engagement
What is it ?
Positive attitude, passion, commitment and discretionary effort
‘Positive attitude held by the individual towards the organisation and its value’
(Robinson et al.,2004)
‘Employee’s willingness and ability to help their company succeed, largely by
providing discretionary effort on a sustainable basis….Engagement is about
passion and commitment – the willingness to invest oneself and expand ones
discretionary effort to help the employer to succeed’ (Perrin’s Global
Workforce Survey, 2003)
‘Involvement with and enthusiasm for work’ (Gallup)
 Employee Engagement
Why is it important?
Related to performance
Retention
Absenteeism
Productivity
Profitability
Customer loyalty
Safety
Disengaged employees
miss an average of 3.5 more days per year
Are less productive
Cost the US economy $355 billion per year
 Engagement and Innovation
Overwhelming evidence : some examples
Empowerment:
Multiple studies linking empowerment-enhancing strategies with improved organisational performance
including innovation performance (Spreitzer, 1995; Conway and McMackin, 1997; Read, 2000; Black
and Lynch, 2004; Lynch, 2007; McLeod and Clarke, 2009; Subramony, 2009).
Spreitzer (1995) conceptualises empowerment as constituting four dimensions ability, autonomy, impact
and significance, the first reflecting ability and the latter three reflecting opportunity
Positive relationships:
Overwhelming evidence that positive relationships and encouragement from managers are very
important elements of innovation climate (James and James, 1989; Amabile, 1993; Anderson and
West, 1998; Shipton et al., 2006; Patterson et al., 2005; Hunter et al., 2007).
Energy and vigour:
Positive relationships also create greater levels of energy and vigour in organisations (Spreitzer and
Sutcliffe, 2007). Vigour and dynamism are very closely linked and this allows for greater adjustment
to rapid change and innovation (Bruch and Ghoshal, 2003; Cross et al., 2003).
 Employee Engagement
What to do ?
Individual: Drivers Organisation: Ten things
Personal attributes 1. Start on day one – recruitment
Organisational context 2. Start at the top – senior management commitment
HR practices 3. Develop two-way communication
Managers: 5 things 4. Give satisfactory opportunities for development and
Align efforts with strategy advancement
Empower 5. Ensure that employees have everything they need to do
Promote and encourage teamwork and their job
collaboration 6. Give appropriate training
Help people grow and develop 7. Have strong feedback system
Provide support and recognition where 8. Provide incentives
appropriate 9. Build a distinctive corporate culture
10. Focus on top-performing employees
Objectives

Culture which engages

and empowers staff

Commitment to change
innovation and improved
customer service

Achieve benefits for

staff, customers and the
DSP organisation

14
 Working Model
Engagement Commitment and Benefits /
inputs involvement Outcomes
of staff Staff, customers
and DSP
Empower Communicate Commitment Effort Change and Improved
innovation work
experience
Encourage Enable Engagement Creativity Wellbeing Improved
Enjoyment and job customer
satisfaction service

15
Engagement and Innovation Structures
Strategic Leadership Team
SLT
Chaired by SG

Regional Leadership Teams Headquarter Leadership Teams

RLT
Dublin (Chaired by Assistant Secretary)
North (Chaired by Assistant Secretary)
South (Chaired by Assistant Secretary)
SLT Projects
HLT
Timebound Specific Projects
Customer Facing (Chaired by Assistant Secretary)
Reporting to the SLT
Support Functions (Chaired by Assistant Secretary)
Policy Areas (Chaired by Assistant Secretary)

Project Leadership Teams

PLT
Timebound Specific Projects – Chaired by or Reporting to Principal Officer
Divisional / Sectoral / Local
 Strategic Leadership Team (SLT)
• Provides leadership and direction
• Oversight and evaluation role to ensure Programme
adds value

• Chaired by the Secretary General

• 5 Management Representatives
• 8 Union Representatives
• 3 staff members
 Regional Leadership Teams (RLTs)
Headquarter Leadership Teams (HLTs)
• Provide a focus for engagement and innovation activities at
Regional and HQ level.
• Sets up regional projects and/or nominate projects at a
divisional, HQ and local level.
• Chaired by Assistant Secretaries covering Dublin/Leinster,
South/East, North/West, HQ Client Facing, HQ Support
Services, HQ Policy Areas
Project Leadership Teams
(PLTs)
• Operate in divisions, local offices, sections
and policy areas.
• Focus on business, innovation and staffing.
• Project-based and time bound.
• Project topics – nominated by DM/PO or by
the Regional Leadership Team/Headquarter
team
 Next Steps………..
Continue communication with all staff and put information on STÓR intranet site