10th September - Scarlett Brown @ BT
Really thought provoking session by Scarlett from Tomorrow's Company on In-Work Poverty and Mental Health in the workplace. Thanks to BT again for hosting us.
Leadership Culture Change
High street retailer – ran listening groups to help them understand why employees don’t trust leadership team. Picked out 2/3 themes (e.g. visibility, comms, act on commitments). Then wrote into performance measures for Top 100. Culture = everyday actions
Insurance – Mindset & behaviour shift. Conducted 360 feedback on leadership team. Influence & impact and resilience came out as big themes. Pitched it as for their own development.
Financial Services - Held colleague forums at grass roots level called “Just Makers” with group of volunteers with mantra “You said. We did
”TRUST = psychological safety – Amy Edmundson. Fear of consequence. A belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes. Used with intact teams to address team effectiveness (FS)
High street retailer – found their were multiple cultures and focussed on the prevailing culture
Global bank – story of CEO who told leadership team to “get on the bus”
What are drivers to engage in learning? Mandated or voluntary Referral.
Global bank held “Big Conversations” - a vehicle to self identify learning so they have decided it matters and engage in learning
Consultancy – putting all Managers through refresher “essentials of management” 1)Talent acquisition 2) Processes 3) Leadership. Campaign led using inspirational narrative like it is an investment in you.
Revamping Performance Management
* Managers are key to the success of new performance approach, need to ensure you engage, gain buy-in, build capability and “take them on journey” with you
* Ensure you build in the time for engagement, co-creation – won’t shift overnight
* Challenge around ensuring behaviours or the “how” being considered as well as the “what” – otherwise suffer with the issue of “talented jerks”- introduce equal weighting of “how” and “what” and ensure you are clear on behavioural expectations and embed this language in the business
* Story telling – share examples of successful manager-employee performance/development discussions
* Flexibility – need to provide a framework that is agile enough to support needs of various different areas of business e.g. provide prompting questions instead of being prescriptive-
* Move to a coaching culture, where performance isn’t a process, it’s an everyday occurrence -
* Provide clarity around the role of the people manager – could align with employee lifecycle-
* Leader buy-in and role modeling is essential, need to find the business need for them to engage-
* Potential to use mid-year reviews as the development focused conversation and year-end as performance and attainment of objectives
* Use pulse surveys to monitor effectiveness
Working towards gender parity
A supermarket and communications company
* Inclusive leadership or role modelling (recruitment)
A bank and communications company
* Females on the shortlist (mandate) – limited impact
* Senior women role modelling (authentically)
* Women’s network Authentic storytelling (use with caution so not overbearing)
* Programmes for women Unconscious bias training
A supermarket, a communications company and a bank
* External female mentoring programmes.
A communications company
* Retail talent programme – part-time or full-time to accommodate different working arrangements.
A tobacco company and a communications company
* Top 5 shortlist split 50/50
A public service
* Use of visual media (use of diverse imagery – not holistic)
* Pinterest board – women in this public service
* Texteo– technology used to indicate if job description is more directed to men/women
* Branding mentoring programmes to be female facing (for a few years) to disrupt.
A tobacco company
* Videos of career journeys (both men and women but more women) – e.g. also game opportunities for mentoring
Mindsets and tools
Businesses shared that sometimes you need to be comfortable with the controversial nature of the choices you make with the interventions you make and choose to be deliberately disruptive.