Irelands National Workplace Strategy Building a commitment to workplace innovation - PowerPoint PPT Presentation

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Irelands National Workplace Strategy Building a commitment to workplace innovation


Performance management and appraisal. Innovative reward systems including financial involvement ... Designing support strategies for approved companies ... – PowerPoint PPT presentation

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Title: Irelands National Workplace Strategy Building a commitment to workplace innovation

Irelands National Workplace StrategyBuilding a
commitment to workplace innovation
  • Edna Jordan
  • Head of Workplace Learning and Development

Overview of presentation
  • About National Centre for Partnership and
  • 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

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

NCPP Timeline
  • 2001
  • NCPP established by Department of the Taoiseach
    (Prime Ministers Department)
  • 2003 2005
  • NCPP conducted the Forum on the Workplace of the
  • 2005
  • Taoiseach launches the National Workplace
  • 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

NCPP Council
National 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

Forum on the Workplace of the Future(2003 2005)
Expert Panels X 4
Seminars X 6
Forum Taskforce
Research 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
  • Public service poor at knowledge management
    performance management, and highly centralised
  • Management and leadership competency gap

Irelands Workplace of the Future
  • Agile
  • Customer-centred
  • Knowledge intensive
  • Responsive to employee needs
  • Networked
  • Highly productive
  • Involved and participatory
  • Continually learning
  • Proactively diverse

High Level Implementation Group
Enterprise, Trade and Employment
Dept. of the Taoiseach
Dept. Finance
High Level Implementation Group
Dept. Education and Science
Dept. Justice Equality and Law Reform
Implementation Strategic Priorities
Growing 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
  • Connecting ministerial portfolios
  • Connecting multiple strategies for
    competitiveness and innovation under the concept
    of the national innovation system

Workplace 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

Workplace 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

Story so far
  • Jointly managed by Enterprise Ireland and NCPP
  • Launched in April 2007
  • Promoted extensively by Enterprise Ireland and
  • 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

Workplace 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

Company benefits
  • Increased efficiency, productivity and
  • Improved product/service design and operational
  • Enhanced flexibility
  • Reduced time spent in conflict and dispute
  • Lower absenteeism
  • Enhanced employee understanding of the business

Employee 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
  • Access to flexible work arrangements
  • Contributes to a positive work environment

Workplace innovation - organisational change and
  • Provides an ongoing basis for change
  • Creates a mindset which is open to change and
  • 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

Swift Fine Foods
Swift 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.

Swift 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
  • Efficiencies in the region of 250,000
  • Shift from problem focused to solution focused

Ovelle Pharmaceuticals
Ovelle 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

Ovelle 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

Key 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
  • Performance management
  • Inclusion of workplace innovation and employee
    involvement in objective setting, reward and
  • Ownership of workplace innovation agenda
  • Must be spread throughout the organisation

Ongoing 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
  • Targeting sectors previously not eligible e.g.
  • Targeting companies of regional/sectoral economic
  • Designing support strategies for approved
  • Programme of awareness raising among key
    stakeholder groups
  • Development of case studies as tools for shared

Public Awareness Campaign
TV Online
TV Offline
Radio Online
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