extended leadership team · 2019. 11. 24. · driving world class engagement and high performance o...

Extended Leadership Team

Michael Pratt AM

15 November 2019

Welcome!

o Come together as a Senior Executive Team

o Discuss Leadership and our role in leading our expanded Treasury team

o Hear from you on a range of initiatives and learn from each other on what is working well and

what can be improved

o Get to know each other better

The purpose of these sessions are to :

The last year…..

Machinery of Government changes

We’ve grown to over 1,000 staff

Annual commitments

Strategic projects

oWhy is this important ?

oWhat does world class mean ?

We are committed to our people

Employee Engagement

Jo Blackwell

84% of staff report that their

manager supports flexible working

Our Diversity and Inclusion results are

10pts higher than the public sector

89% of us believe our workgroup

strives to achieve customer satisfaction

Our strengths

Flexible Working

Diversity & Inclusion

Customer Satisfaction

& Collaboration

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2016 2017 2018 2019 2020

Treasury division - Overall Engagement

Treasury division - Overall Engagement

Our goal – World Class

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2016 2017 2018 2019 2020

Senior Managers

Senior Managers

Our results have remained static

Where do we need to focus: Senior Managers

Less than half of our people (49%) feel that

Senior Managers listen to employees

Just over half of us (54%) feel that Senior

Managers role model our values

Driving World Class engagement and high performance

o Gallup research shows that leadership and manager behaviours account for at least

70% of the variance in employee engagement.

o Proven practices for Leaders:

Communicating a clear strategy & direction

Inspiring and motivating

Displaying high integrity and inspiring trust

Developing others

Being coachable themselves

As leaders, we need to work

together to drive the culture that

we want through every day

actions…

Only 53% of us believe

that we will achieve

action on PMES results

ONE TREASURY approach

Action planning and team actions

Business Engagement area of focus

TTIP (Kim Curtain)

ESP (Joann Wilkie)

P&B (San Midha)

CC&P (Phil Gardner)

Comms and EMS (Kenna Ackley)

F&O (Stewart Walters)

IT (Tracy Wilson)

Legal (Charles Cho)

HR (Jo Blackwell)

Strategy implementation People management Process improvement

Career development Senior managers Improvements for the future

Senior managers Team culture Structure & Resourcing

Career development Structure & Resourcing

Structure & Resourcing Engagement with Work High Performance

Recruitment Decisions High Performing TeamsCommunication with Senior

Leaders

Engagement

with WorkCommunication Recruitment Decisions

Performance & Development Senior Managers Organisation purpose

Collaboration Recruitment Belonging

Team action planning

1A Treasur Approach

o Leadership Team focus

o ELT engagement

o Employee experience

o Leadership development

o People goal

Leading a world class team – What is my focus as a leader?

One on one coaching conversations with direct reports.

Team meetings, Engagement Plan, Recognition, Team culture.

Performance Development Plans, KPIs, Development conversations

Welcome & Onboarding, Offboarding, Employee First

Flexibility, Managing Leave, Whole self at Work

Belonging/Trust, Premier’s Priorities (Gender, Aboriginality, Disability)

Engage

Onboard & Offboard

Wellbeing

Diversity

Develop

Support1

2

3

4

5

6

Sally-Anne Lyster

Team Activity

Activity

What does World Class engagement feel like to you ?

3 mins

What is the single most powerful thing that you could do

differently as a leader to engage your people?

If the whole of Treasury could do one thing differently to engage

our people, what would it be?

1

2

3

Team Presentations

Simon Anderson

Finance and Operations

2019 FOG PMES Focus Areas

Personal attachment

Motivation Inspiration Listening Managing change

We’re not naturally engaging …

Unleashing the inner WOO …

Focus on improving motivation of staff and

providing an inspiring workplace.

The FOG People Hive - Manifesto

Recognition

and the

FOG Cup

Measuring via NPS (Net Promoter Score)

“How likely are you

to recommend

FOG as a great

place to work to a

friend or

colleague? ”

Net Promoter Score is a number from -100 from 100.

Scores higher than 0 are typically considered to be

good and scores above 50 are considered to be

excellent.

TTIP

Peter Mackey, Director, International TradeIngrid Marsh, Director, Industry Development

TTIP PMES Strategy

Key Drivers of Engagement

Highest and Lowest Questions

TTIP World Class People Management

Tony Stephens | Director, Client Engagement

Matt Williams | Director, Investment Attraction

Peter Scott | Director, Defence NSW

15 November 2019

Project Goals:

• Develop World Class people managers

• Raise people leadership as a core enabler to deliver One

Treasury outcomes

Sponsor:

Kim Curtain

TTIP People Management

o Recognition of poor performance

o Having the right people in the right role

o Lack of delivery recognition

o Senior Managers putting the interests of the team first

o Increase people leader capabilities and skills

o Clarity of team priorities to increase collaboration

PMES Survey – example verbatims

Industry, Trade & Investment and Jobs for NSW

37

Outcomes:

An engaged organisation with a common language,

methodologies and behaviour

Metrics:

Pulse and PMES surveys demonstrate improved

perception of leadership by the TTIP team

TTIP People Management

Next Steps

Consult across and within the organisation to obtain deeper

understanding of issues (data & verbatims)1

2

3

Identify phased TTIP Leadership Development Plan

Pilot, refine and update all of TTIP on progress and experiences

NSW Treasury 40

Process improvement

Process improvement

Policy & Budget (P&B)

OUR PEOPLE: “How we Engage with Our People”

Our Strategic Pillars: building on our foundations

P&B Group PMES Scores 2017-2019: Snapshot

59%69% 69%

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2017 2018 2019

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P&B Group PMES Overall Engagement Score 2017-2019

P&B Overall employee engagement score

Key engagement focus:• CRM• Onboarding • Prime

2017 2018 Key engagement focus:

• People / career development• Recruitment• Innovation• Social and cultural engagement

2019

Key engagement focus:• People / career development• Diversity and inclusion• Future proofing / managers

46

Make it EasierCoordinated Recruitment:

• PMES pressure point• Transparency for staff• Organisational responsiveness

Jan 2017 Jul 2017 Jan 2018

P&B restructures

Key engagement milestones

Timeline key:

Offsites / other

Jan 2019 Jan 2020

Engagement initiatives: We’ve come a long way (but plenty more to do…)

Jul 2018 Jul 2019

Budget Strategy joins P&B

Sector Outcomes & Performance team established

FRM joins P&B

Cluster Finance & Analytics Team established

Banking team joins P&B

P&B People Week

P&B Open Day

P&B Recruitment Handbook launched

Offsite / Innovation Incubator launched

Offsite / Gallup Strengths Test implementedP&B Planning Day

at Taronga Zoo

Dep Sec monthly newsletter commences

Quarterly P&B Jam commences

‘P&B Answers’ launched

P&B x’maspicnic

P&B x’maspicnic

P&B x’maspicnic

P2P Learning commences People Committee

established

P&B Strategy (Stage 1) launched

OwnershipPeople Committee:

• Engagement Focus• Diversity of thought• Dedicated workstreams

ListenInnovation Incubator:

• Encourage WorkSmart• Dedicated resources• Social and cultural engagement

P&B PEOPLE WEEK• Investigate needs

• Diversity (topics, presenters)

• Inclusiveness

• Awareness

• Feedback & Learnings

Suite of options

Inspire

Read the Mood

WorkSmart

Support growth and development

Identify & Champion Innovation

TAKE THE LEAD

Learnings and Opportunities for Future: Active Ongoing Leadership

Using Slido

Hearing from you on ELT Engagement

Your feedback: Question 1

oHow often would you like to come together as an Extended

Leadership Team ?

A. Bi-monthly

B. Quarterly

C. Six monthly

Your feedback: Question 2

o The duration of these sessions should be …….

A. One hour

B. 2 hours

C. Half day

D. Full day

Your feedback: Question 3

oWhat would you find most beneficial to develop as a leader?

A. Business updates

B. Thought leadership

C. Professional development

D. Informal / Social events

Your feedback: Question 4

oWhat would you find second most beneficial to develop as a leader?

A. Business updates

B. Thought leadership

C. Professional development

D. Informal / Social events

Michael Pratt AM

Thank you!