changing culture marion fanthorpe, interim hr director

Changing Culture

Marion Fanthorpe, Interim HR Director

A working hypothesis

Organisations that are both successful and diverse tend to have three things in common ….. they go beyond legal compliance and target chasing ….. they build diversity into their core mission and brand ….. and they focus on creating a positive culture.

Two very different organisations

The diversity facts

Sussex Police (officers)

31% female

24% female senior ranks

0.9% BME

2.8% declared disability

L B Camden

56.9% female

46% in senior positions

37.3% BME

3.3% declared disability

2013 figures

Multiple unconscious biases

Woman?

Civilian?

HR professional?

Cultural drivers

Teamwork in the face of adversity

Physical strength and courage

Command and control

Competition for promotion

Changing culture?

Fostering a positive climate

Shared values and purpose

Engagement and involvement

Leadership styles

Our statement of values

"We, the officers, staff and volunteers of Sussex Police are committed to public service, first and foremost.

We will act with compassion, personal responsibility and courage to do the right thing for

the public we serve.

Our commitment to justice means we will always treat people fairly and according to their needs.

We will be innovative and keep looking for ways to improve our service.

These shared values are the foundation of everything we do."

“Of course we need to have some element of command and control in

certain circumstances. If you are first on a scene at an incident you can’t sit

around consulting people, but back at the station a lot of leadership is around

emotional intelligence, listening, coaching and mentoring”

Martin Richards Chief Constable

A new vision for leadership

Leaders and managers promote a compelling vision and model our values

Leadership styles and behaviours promote staff engagement, discretion and innovation

Leaders and managers deliver customer focused services to the public

Line managers help their staff to “get it”, perform and develop

Leaders and managers are themselves well developed and supported

Fostering equality and diversity

Raise awareness

Show the facts

Role models

Support networks

Challenge negative behaviours

Mentoring

Development programmes

Promotion and career opportunities

The confidence gap

What really makes the difference?

Top three factors that actually account for women’s promotions:

1. Critical job assignments

2. Networking

3. Seeking opportunities

IBM Smarter Workforce Institute : The Business Case for Gender Balance

CONCLUSIONS?

Over to you : group discussions

What has particularly resonated with your experience?

What examples can you share from other organisations?

What is working well in the UoK and what 2 or 3 things do you think we should focus on next?

Contact details

Marion Fanthorpe, Interim HR Director

M.Fanthorpe@Kent.ac.uk

marion.fanthorpe@btconnect.com

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