changing culture marion fanthorpe, interim hr director
TRANSCRIPT
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
THANK YOU FOR LISTENING