Title: Irelands National Workplace Strategy Building a commitment to workplace innovation
1Irelands National Workplace StrategyBuilding a
commitment to workplace innovation
- Edna Jordan
- Head of Workplace Learning and Development
2Overview of presentation
- About National Centre for Partnership and
Performance - National Workplace Strategy
- Forum on the Workplace of the Future
- Key features of the strategy
- Implementation and governance
- Progress to date
- Building a commitment to Workplace Innovation
- Workplace Innovation Fund
- Company and employee benefits
- Case examples
- Key success factors
- Public awareness campaign
3 NCPP role and responsibilities
- To support and facilitate organisational change
and innovation based on partnership in order to
bring about improved performance and mutual gains - To contribute to national competitiveness, better
public services, higher living standards, a
better quality of life and the development of the
workplace of the future - To advise the Taoiseach (Prime Minister) on
matters relating to the deepening of workplace
partnership in the public and private sectors
4NCPP Timeline
- 2001
- NCPP established by Department of the Taoiseach
(Prime Ministers Department) - 2003 2005
- NCPP conducted the Forum on the Workplace of the
Future - 2005
- Taoiseach launches the National Workplace
Strategy - 2005 2008
- Lead partner in implementation of the National
Workplace Strategy - January 2007
- NCPP established on statutory basis within the
National Economic and Social Development Office - April 2007
- Workplace Innovation Fund launched in
collaboration with Enterprise Ireland
5NCPP Council
6National Workplace Strategy - origins
- Ongoing organisational challenges facing public
and private sectors - Need to build more cohesive policy agenda for
workplace development - Need to develop better understanding of labour
force issues - Need to enhance quality of working life
- Recognition of role of Social Partners
- Need to expand the understanding of role of
National Centre for Partnership and Performance
7Forum on the Workplace of the Future(2003 2005)
Expert Panels X 4
Seminars X 6
Research
Forum Taskforce
Hearings
Submissions
8Research findings
- Under-utilisation of the workforce
- Under-utilisation of womens skills
- Low levels of information and consultation
- Opportunities divide in the workplace
- Innovation and change linked to job satisfaction
and reduction in stress - Adoption of bundles of practices associated
with high performance is quite limited - Information and consultation
- Employee involvement and participation
- Continuous training and upskilling
- Performance management and appraisal
- Innovative reward systems including financial
involvement - Public service poor at knowledge management
performance management, and highly centralised - Management and leadership competency gap
9Irelands Workplace of the Future
- Agile
- Customer-centred
- Knowledge intensive
- Responsive to employee needs
- Networked
- Highly productive
- Involved and participatory
- Continually learning
- Proactively diverse
10High Level Implementation Group
Enterprise, Trade and Employment
IBEC
Dept. of the Taoiseach
ICTU
Dept. Finance
High Level Implementation Group
CIF
Dept. Education and Science
NCPP
Dept. Justice Equality and Law Reform
FAS
Forfas
11Implementation Strategic Priorities
12Growing momentum
- Feedback at EU level, national level and
enterprise-level initiatives demonstrates growing
momentum behind National Workplace Strategy - National Workplace Strategy increasingly seen as
the umbrella under which a diverse set of
workplace-related issues are finding a common
reference point - All indications from EU and OECD are that we can
expect ongoing emphasis on workplace innovation
as a source of competitive advantage at
enterprise and national level - Ongoing demand for joined-up thinking by
Government departments, agencies and the Social
Partners - Connecting ministerial portfolios
- Connecting multiple strategies for
competitiveness and innovation under the concept
of the national innovation system
13Workplace Innovation
- Building Commitment to Workplace Innovation
- National Level
- Policy development implementation
- Public Awareness Campaign
- Sectoral Level
- Enterprise-led networks,
- Health sector, public service, local government
- Research Level
- Stronger Data Infrastructure
- Enterprise Level
- Workplace Innovation Fund
14Workplace Innovation Fund
- Agreed by Social Partners in Towards 2016 in
September 2006 - 9 million over 3 strands
- Strand I Enterprise-level funding (6 million)
- Strand II Social Partners (1.5 million)
- Strand III Public Awareness Campaign (1.5
million)
15Story so far
- Jointly managed by Enterprise Ireland and NCPP
- Launched in April 2007
- Promoted extensively by Enterprise Ireland and
NCPP - EI and NCPP websites
- Brochures
- Professional and sectoral events (employers,
unions, expert networks) - Available in the form of training grants to
companies involved in manufacturing and/or
services with export potential - 33 companies approved so far
- Across a range of sectors
- As few as 13 to as many as 212 employees
- Regionally dispersed
- 11,000 - 201,000
16Workplace innovation is about.
- Finding new ways to doing things in the workplace
- The design and adoption of
- New practices, operation and processes
- New structures/work arrangements
- New relationships
- New products and services
- Providing greater opportunities and arrangements
for employee involvement
17Company benefits
- Increased efficiency, productivity and
profitability - Improved product/service design and operational
processes - Enhanced flexibility
- Reduced time spent in conflict and dispute
- Lower absenteeism
- Enhanced employee understanding of the business
challenges
18Employee benefits
- Greater opportunity for learning, training and
career development - Greater opportunity of having a say
- Less monotonous work
- Greater interaction and improved relations with
colleagues and management - Improves health and safety
- Lower levels of conflict greater levels of
trust - Access to flexible work arrangements
- Contributes to a positive work environment
19Workplace innovation - organisational change and
development
- Provides an ongoing basis for change
- Creates a mindset which is open to change and
innovation - Helps to change attitudes and beliefs
- Accelerates change
- Makes change more sustainable
- Contributes to a culture of high performance,
high involvement - Facilitates the creation of a quality work
environment
20Swift Fine Foods
21Swift Fine Foods
- Manufactures high quality, healthy option,
chilled and frozen ready meals - 43 employees
- 2008 initiated a WCM strategy
- MD recognised the importance of employee
involvement in the delivery of the strategy and
the longer term success - Vision to have a highly flexible and motivated
workforce where all team members are encouraged
to be involved in driving continuous improvement
and innovation in their workplace.
22Swift Fine Foods
- Established High Performance teams
- Goals and performance targets identified across
the business - High level of collaboration between management,
teams and individual employees - Training and development programme
- Teambuilding, collaborative decision making and
problem solving, communications, HR management
competencies - Efficiencies in the region of 250,000
- Shift from problem focused to solution focused
23Ovelle Pharmaceuticals
24Ovelle Pharmaceuticals
- Develop and supplies a wide range of sensitive
skin care products - 42 employees
- 2008 initiated a workplace innovation programme
- Involvement of employees was critical to the
realisation of the companys goals and potential - Need to develop management and leadership
capacity to engage employees in the achievement
of high performance and innovation
25Ovelle Pharmaceuticals
- Implemented defined measurements prior to the
initiation of the workplace innovation activities - Overall Equipment Effectiveness
- OEE Availability x efficiency
- Within 5 months OEE improved
- From 42 to 63
- Two product runs sustained 74 and 80 OEE
- Achieved by
- eliminating waste identified by the operators
- Empowering the operators by involving them in the
implementation and decision making around the
change process - More ownership of issues and commitment to
finding solutions - Increased empowerment leading to improved
motivation and satisfaction levels among all
employees
26Key success factors
- Leadership
- Senior management commitment to embracing and
implementing workplace innovation - Vision and values
- Incorporation into organisations vision and
business objectives, ensuring employee
involvement and engagement is a core workplace
value - Performance management
- Inclusion of workplace innovation and employee
involvement in objective setting, reward and
recognition - Ownership of workplace innovation agenda
- Must be spread throughout the organisation
27Ongoing development of WIF
- Reduction of minimum company spend from 25,000
to 12,5000 - Introduction of a 5,000 voucher system
- Workplace Innovation and Competitiveness Starter
Scheme - Targeting sectors previously not eligible e.g.
Construction - Targeting companies of regional/sectoral economic
importance - Designing support strategies for approved
companies - Programme of awareness raising among key
stakeholder groups - Development of case studies as tools for shared
learning
28Public Awareness Campaign
TV Online
TV Offline
Radio Online
29- www.workplacestrategy.ie
- www.ncpp.ie