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National Director for People NHS England
Questions?
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Perry Timms MCIPD & FRSA
Founder & Chief Energy Officer: PTHR I Author: Transformational HR & The Energized Workplace
6x HR Most Influential Thinkers’ List (4x Top 10 - Ranked Number 1 in 2022 I HRMI Hall of Fame 2023):
4x Adjunct Professor/Visiting Fellow I LinkedIn Learning Instructor I 2x TEDx Speaker�Semco Style Institute - Certified Self Management Expert I BPS Accredited Psychometric Instruments
People & Transformational HR | PTHR.CO.UK
HR, People & Culture: �A Quantum Force For Good
People & Transformational HR | PTHR.CO.UK
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Quantum Mathematics
People & Transformational HR | PTHR.CO.UK
https://www.ft.com/content/0e0179e2-637a-4361-9bcc-e016f0824cde
Grace Lordan is author of ‘Think Big’, an associate professor at the London School of Economics and founding director of The Inclusion Initiative
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People & Transformational HR | PTHR.CO.UK
Theory X: Authoritarian manager, control-oriented.
Theory Y: Participative manager, empowerment-oriented.
Douglas McGregor. (1960). The human side of enterprise. McGraw-Hill.
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People & Transformational HR | PTHR.CO.UK
Theory X: Authoritarian manager, control-oriented.
Theory Y: Participative manager, empowerment-oriented.
Theory Q - Quantum Manager: energy-oriented
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People & Transformational HR | PTHR.CO.UK
Theory Q - Quantum Manager: energy-oriented
Systems AND People
Inclusive AND Intentional
Trusted AND Fallible
Agile AND Stable
Hyper-personalised AND Hyper-collective
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People & Transformational HR | PTHR.CO.UK
People & Transformational HR | PTHR.CO.UK
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Macro Level: Organisational Purpose has to connect with ALL 3 features of our personality
Dispositional Traits <nature/nurture>
Characteristic Adaptations <goals/values>
Narrative Identity <stories we tell ourselves/others>
People & Transformational HR | PTHR.CO.UK
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Micro level: Have Purpose Conversations
And - or even over - Performance and Development Conversations
What am I naturally inclined to/can learn into?�
What do I value and want to achieve?�
How does the story of me align with the story of us?
People & Transformational HR | PTHR.CO.UK
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Quantum Mathematics
People & Transformational HR | PTHR.CO.UK
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"Most organisations are built around the principles of bureaucracy: standardisation, specialisation, hierarchy, control, and formalisation. But in the Creative Economy, bureaucracy is a liability, not an asset. It strangles innovation, dulls creativity, and frustrates customers. It's time to overthrow the tyranny of bureaucracy and re-humanise the workplace."
People & Transformational HR | PTHR.CO.UK
Organisations aren’t as real as we THINK they are: �Yet the systems of organisations
are more real than we THINK they are.
Think of it this way: The place of worship isn’t the faith or the stadium isn’t the team.
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People & Transformational HR | PTHR.CO.UK
"The only way to manage a system is to manage the whole system, not its parts."*
*Russell Ackoff - Systems Thinker
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People & Transformational HR | PTHR.CO.UK
Through the creation of a Systems Map �we can know the systems we’re in and a part of more by:
Understanding and managing how things are connected
Combining the information (not just studying it)
Recognising patterns (using signs and symbols)
Identifying and understanding the language and meaning in feedback
Understanding the effects of even the most complicated causes.
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People & Transformational HR | PTHR.CO.UK
Cynefin - Mapping where you are
Disorder
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People & Transformational HR | PTHR.CO.UK
People & Transformational HR | PTHR.CO.UK
Professional Base/Home
Organisation Design & Cultural Sensitivity
Tribes: Belonging
Chapters: Boosting
Guilds: Becoming
Squads: Building
Products/Solutions
Team & Individual Impact <Create; Deploy>
Material Value
Return on Delivery
Specialism/Skill
Functional Impact <Aggregate; Develop>
Social Value
Return on Experience
Experience/Emergence
Vocational Impact <Consolidate; Advance>
Intellectual Value
Return on Development
Stretch/Entropy
Versatility Impact <Diversify; Adapt>
Natural Value
Return on Agility
ALL impact on Financial and Human Value
Return on Investment & Resource
Delivery/Operational Base
Communities of Practice
Communities of Interest
What does this mean for Teams?
Business Pillars
Evolution + Energy + Entropy
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People & Transformational HR | PTHR.CO.UK
Evolution + Energy + Entropy
WHO LEADS?
SLT (8-10): The Incubators
Set VC
For Innovation
Product
Market
Organisation
Set OS
For Optimisation
People
Strategies
Performance
Set QG*
For Belonging
Culture
Spirit
Inclusion
TLC (x40) : The Activators
Activate: Strategic
Activate: Tactical
Need VC; �Upgrade OS; �Enhance QG
Check-ins (Cohesion) Check-points (Decisions)
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People & Transformational HR | PTHR.CO.UK
*QiGong - Ancient Chinese art of healing/meditation and balanced energies
Exam Question we jump to:
Without bureaucracy, how can we function?
Exam Question should be:
How do we liberate people and purpose from being buried under bureaucracy?
People & Transformational HR | PTHR.CO.UK
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Quantum Mathematics
People & Transformational HR | PTHR.CO.UK
I want somewhere new/great to work
I want to know what to expect, be respectfully handled, how best to present myself & be kept in the loop
I want to become comfortable with my new role, have my questions answered �and make an immediate contribution
I want to know more of what’s expected of me, how I can focus and sharpen, develop and do well
I want to know where I’m doing well, need more focus, can improve, and have made a good start to build on. How else can I contribute, be engaged and improve how we are as an organisation?
It’s time for me to move on.
I’ve got more to offer and I’d like to know how to develop myself, my options for forging ahead in my career here. I can participate more widely than just in my role.
Px
People & Transformational HR | PTHR.CO.UK
We need someone new to join us, and we want the best that’s out there
I want somewhere new/great to work
We want to select �accurately, fairly & swiftly
I want to know what to expect, be respectfully handled, how best present myself & be kept in the loop
We want to get you started in a practical and enthusiastic way
I want to become comfortable with my new role, have my questions answered �and make an immediate contribution
We want you to strengthen your understanding of what you’re here to do and establish your performance standards
I want to know more of what’s expected of me, how I can focus and sharpen, develop and do well
I want to know where I’m doing well, need more focus, can improve, and have made a good start to build on. How else can I contribute, be engaged and improve how we are as an organisation?
We want you to continually engage with you, help you perform, access development, and recognise how you’re doing.
We’ll work with you to exit with dignity and help you with your next move
It’s time for me to move on.
We want to help you discover what else you could do with, and for us. So we’ll help you look at career paths, options and opportunities to develop and grow with us.
I’ve got more to offer and I’d like to know how to develop myself, my options for forging ahead in my career here. I can participate more widely than just in my role.
Px
People & Transformational HR | PTHR.CO.UK
We need someone new to join us, and we want the best that’s out there
I want somewhere new/great to work
Applicant Experience
Candidate Experience
We want to select �accurately, fairly & swiftly
I want to know what to expect, be respectfully handled, how best present myself & be kept in the loop
We want to get you started in a practical and enthusiastic way
I want to become comfortable with my new role, have my questions answered �and make an immediate contribution
New Starter Experience
We want you to strengthen your understanding of what you’re here to do and establish your performance standards
I want to know more of what’s expected of me, how I can focus and sharpen, develop and do well
I want to know where I’m doing well, need more focus, can improve, and have made a good start to build on. How else can I contribute, be engaged and improve how we are as an organisation?
We want you to continually engage with you, help you perform, access development, and recognise how you’re doing.
Development Experience
Career and Leadership Experience
We’ll work with you to exit with dignity and help you with your next move
It’s time for me to move on.
We want to help you discover what else you could do with, and for us. So we’ll help you look at career paths, options and opportunities to develop and grow with us.
I’ve got more to offer and I’d like to know how to develop myself, my options for forging ahead in my career here. I can participate more widely than just in my role.
Throughout the People Experience there is a recognition of “life-events” - parenting and caring responsibilities, health and well-being considerations, changes in lifestyle and choices, which will be covered by a range of our policies on leave, support and adaptations to your terms, conditions and ways of working. Also present may be external factors, advancing technologies, legislative changes, and business transformation and adaptations which may impact on different elements of the People Experience.
Performance Experience
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People & Transformational HR | PTHR.CO.UK
Organisational Need / Attraction
Application/Selection
Onboarding Development
Establishing Performance
Performance
Engagement
Performance
Enhancement
Exit/Offboarding
<failure to improve or voluntary exit>
Specific Professional, Interpersonal and Career Development
Role/Career Change
and/or additional responsibilities
Continuing engagement, performance and learning
Performance
Enhancement
Retirement options
We need someone new to join us, and we want the best that’s out there
I want somewhere new/great to work
Employer Brand/EVP
Academia Partnerships
Schemes and Hubs
Sourcing Partners/Agents
Networks & Connections
Applicant Experience
Applicant Tracking System
Assessment Tools
Selection Protocols/Processes
Recruitment Administration
Offer processes and contracts
Candidate Experience
We want to select �accurately, fairly & swiftly
I want to know what to expect, be respectfully handled, how best present myself & be kept in the loop
We want to get you started in a practical �and enthusiastic way
I want to become comfortable with my �new role, have my questions answered �and make an immediate contribution
Access, safety and tools/equipment
Induction/Onboarding and core
Learning Modules
Key contacts and contracting
New Starter Experience
We want you to strengthen your understanding of what you’re here to do �and establish your performance standards
I want to know more of what’s expected �of me, how I can focus and sharpen, �develop and do well
I want to know where I’m doing well, need more focus, can improve, and have made a good start to build on. How else can I contribute, be engaged and improve how we are as an organisation?
We want you to continually engage with you, help you�perform, access development, and recognise how you’re doing.
Specific and agreed talent development approaches established, planned, activated and evaluated
Career potential opportunities explored as either/both technical and leadership capabilities.
Internal career development vacancies, projects, new work opportunities and wider diversification of options and choice for career pathways, succession plans and talent development expectations/needs.
Development Experience
Performance Management approaches especially feedback and dialogue, engagement and Inclusion
Recognition and continuing professional, interpersonal and career development and improvement.
Leading projects, developments, leading others and building future options for continued success, reward, recognition and fulfillment.Role modelling our culture, values and integrity-based approach to growing our business.
Career and Leadership Experience
Ongoing Performance and Development
We’ll work with you to exit with dignity �and help you with your next move
It’s time for me to move on.
Exit Analysis
What can we learn?
We want to help you discover what else you could do with, and for us. So we’ll help you look at career paths, options and opportunities to develop and grow with us.
I’ve got more to offer and I’d like to know how to develop myself, my options for forging ahead in my career here. I can participate more widely than just in my role.
Throughout the People Experience there is a recognition of “life-events” - parenting and caring responsibilities, health and well-being considerations, changes in lifestyle and choices, which will be covered by a range of our policies on leave, support and adaptations to your terms, conditions and ways of working. Also present may be external factors, advancing technologies, legislative changes, and business transformation and adaptations which may impact on different elements of the People Experience.
Performance Management approaches especially feedback and dialogue, engagement and Inclusion
Recognition and improvements. Early signs of any performance issues and improvement plans
Conduct and attendance are reviewed and any formalisation of improvements supported by HR.
Performance Experience
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People & Transformational HR | PTHR.CO.UK
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People & Transformational HR | PTHR.CO.UK
PX = What I do matters. What I do is valued and valuable. Who I do it with, care about and support me.
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Quantum Mathematics
People & Transformational HR | PTHR.CO.UK
“…becoming an adult isn’t about learning new things (adding things to the ‘container’ of the mind), it’s about transformation — changing the way we know and understand the world.”�
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People & Transformational HR | PTHR.CO.UK
Stage 3 - The Socialized Mind (58%)
Subject - I AM interpersonal relationships, mutuality
Object - I HAVE needs interests, and desires
In this stage we are defined by our interpersonal relationships.
In stage three we are now able to grasp and internalise what other people think, feel, and want. Additionally, we develop an ability to respond to those needs and meet them. In this stage we develop our sense of self based on the groups we attach to and we look for external validation in order to help us define what we believe, feel, and think.
Flourishing is linked to understanding others, belonging to something, being validated by others.
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People & Transformational HR | PTHR.CO.UK
Stage 4 - The Self-Authoring Mind (35%)
Subject - I AM self-authorship, ideology, and identity
Object - I HAVE interpersonal relationships, mutuality
In this stage we have an internal seat of judgement and can define who we are vs. looking to external sources to derive our sense of self.
In this stage we define ourselves by our ability to create a sense of self independent of external validation. We are defined by the things we believe and the identities we create. We use our experiences with the outside world to continue refining that sense of self - our ideologies, beliefs, and identity.
Flourishing is linked to the actualisation of OUR ideology.
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People & Transformational HR | PTHR.CO.UK
Stage 5 — The Self-Transforming Mind (1%)
Subject: IS
Object: HAS self authorship, identity and ideology
Only 1% of adults reach Stage 5.
In Stage 5 one’s sense of self is not tied to particular identities or roles, but is constantly created through the exploration of one’s identities and roles and further honed through interactions with others.
This is similar to the Buddhist concept of an evolving self — a self that is in constant flux, ever changing.
You ARE flourishing.
In your purpose and beyond that, that of others and the cosmos:
The highest state of Human Good or a constant sense of Eudaimonia
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People & Transformational HR | PTHR.CO.UK
A model for flourishing at work
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People & Transformational HR | PTHR.CO.UK
A New Operating Model for the People Profession - HR 3.0
Meaning Makers
and
Relationship Brokers
Systems Designers
Practice Leads and Coaches
Product Managers
People and Performance Analysts
People Scientists
People Operations
Practice Leads and Coaches
HR 3.0 by Perry Timms is licensed under a Creative Commons Attribution 4.0 International License.
Products
Systems
People
Processes
People & Transformational HR | PTHR.CO.UK
And sustainably utilise our perseverance…
People & Transformational HR | PTHR.CO.UK
“People don’t persevere because they are good at perseverance, they persevere because they find things that are worth investing in.”
Jal Mehta - Harvard Professor of Education
People & Transformational HR | PTHR.CO.UK
Better business for a better world.
pthr.co.uk / @TeamPTHR
People & Transformational HR | PTHR.CO.UK
Questions?
HPMA London 21st November� Inclusion & belonging: lessons from NHS Employment Tribunal cases concerning race discrimination
Roger Kline
Research Fellow, Middlesex University Business School
@rogerkline
How many of you have read the ET judgements in any of these cases?
Lessons from these cases (1)
Lessons from these cases (2)
Key HR learning from these cases
Don’t wait to be nudged
Responding to racism
HPMA – 21st November 2023
www.brap.org.uk
about brap
Established in 1999, brap is a groundbreaking equality and human rights charity that aims to transform the way that we think about and do equality; shifting-the- dial on a frustrating lack of progress in addressing social, economic and health inequalities across the UK.
⬥ hate crime
⬥ making racist jokes
⬥ Use of racist language
⬥ membership of far right groups
⬥proposing training solutions for Black people regardless of need
⬥ questioning Black people on their experiences of racism (“gaslighting”)
* looking for more evidence of racism * directing interventions at the ‘problem’ of BME people
⬥ denial of white privilege ⬥ disconnect with and denial of history
⬥ not recognising the presence of history in current experiences
⬥ cultural appropriation ⬥ tokenism ⬥ fear of people of colour
⬥ making racism a problem for Black/Brown people to fix
⬥ disproportionate levels of disciplinary/grievances /leavers ⬥ myth of meritocracy
⬥ claiming reverse racism ⬥ believing we live in a post-racial society
⬥ disproportionate levels of unsuccess in recruitment and promotion
⬥ stereotyping/grouping BME people together
⬥ Positioning Britishness/British culture as great/best ⬥ assuming good intentions is good enough
OVERT / SOCIALLY UNACCEPTABLE
SOCIALLY
ACCEPTABLE
RACISM
Diagram adapted from Ellen Tuzzolo and Safehouse Progressive Alliance for Nonviolence
What stops us addressing racism?
Distrust – I have tried
in the past to challenge
racism, it didn’t go well for me. I now keep quiet to protect myself
Whiteness – I don’t see how it’s my responsibility - how can I intervene in something I don’t experience?
Power – I don’t have the power or influence to challenge established practice and culture. Racism is too deeply embedded to shift
Incompetence – I
don’t know how to address racism /don’t have the skills. These people are too different
Fear – of getting it wrong, using wrong language, offending someone
Taking the organisational plunge….
| Activities | Limitations | Impact judged |
Transactional |
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Transformational |
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Questions?
Questions?
Lessons learnt from industrial action & rebuilding to move forward
Chaired by Delvir Mehet – Group Deputy Director of People, Barts Health NHS Trust & Chair of London Deputy Directors of HR Network
21/11/2023
Session Outline
70
Time | Topic |
12.15 pm | Welcome & Introductions |
12.20 pm | Purpose & Objectives |
12.25 pm | Keynote Speeches – Experiences of partnership working through industrial action & lessons learnt |
12.40 pm | Interactive Slido Q&A and Panel Discussion |
13.00 pm | Session Close & Lunch |
Welcome & Introductions
71
Delvir Mehet – Group Deputy Director of People, Barts Health NHS Trust & Chair of London Deputy Directors of HR Network
Louise Clark – Director of Workforce, Imperial College Healthcare NHS Trust
Damian McGuiness – Chief People Officer, London Ambulance Service NHS Trust
Purpose & Objectives
72
Reflections on experiences of leading and influencing through a period of complex industrial relations.
Lessons learnt during this time.
Next steps for partnership working.
This session will provide an opportunity for:
Context
73
c£1 billion cost so far – lost income and staff cover
50 + strike days across the NHS
c1 million appointments rescheduled
Industrial action ballots ongoing – still a key challenge & major area of focus going forward
Immense pressure on teams both inside and outside clinical areas (for example impact on booking teams)
Strong focus on working in partnership with trade unions
Vital to ensure active listening to the voices of our people
Competing priorities from multiple trade unions
74
Key Note Speakers
Louise Clark
Director of Workforce, Imperial College Healthcare NHS Trust
Damian McGuiness
Director of People & Culture, London Ambulance Service NHS Trust
Slido Q&A and Panel Discussion
75
Have your say on Slido
Questions for the Panel
Questions?
Driving innovation and building resilience in challenging times
Culture
Scope
Structure
Staff Development
Process Excellence
Five pillars of team excellence
building the right culture within the team that’s aligned to that of the organisation.
Culture
Increases engagement by providing purpose
Forms the heart of the team’s brand and the position you hold in the organisation
Shows that you are committed to a better future
Communication with those you serve
Mission
Alignment and focus on future goals
Culture
Mission
Culture
“We in the Compliance team, work with our stakeholders to ensure that the checks and balances are in place so that the scientists and physicians, when they are reviewing their data, can be assured that it is robust, complete and accurate.”
Mission
Culture
“We in the Compliance team, work with our stakeholders to ensure that the checks and balances are in place so that the scientists and physicians, when they are reviewing their data, can be assured that it is robust, complete and accurate.”
Mission
Culture
“We in the Compliance team, work with our stakeholders to ensure that the checks and balances are in place so that the scientists and physicians, when they are reviewing their data, can be assured that it is robust, complete and accurate.”
Mission
Culture
“We in the Compliance team, work with our stakeholders to ensure that the checks and balances are in place so that the scientists and physicians, when they are reviewing their data, can be assured that it is robust, complete and accurate.”
Mission
Culture
developing and maintaining a clear view on the scope and boundaries of the team’s responsibilities and activities.
Scope
Team A
Team B
Team C
Overlaps
Gaps
Scope
Team B
Team C
Team A
Scope
What do we do?
What are the upcoming changes in our industry?
What does each team/individual do?
Scope
creating the right organisational structure, not only in terms of the organisation chart itself, but also in mindset.
Structure
"Only variety can destroy variety“ Ashby, 1963
Structure
Are we distributing control?
Who are our Subject Matter Experts?
Are we planning for the future?
Structure
implementing appropriate methodologies which not only support individuals’ skills and knowledge, but also their confidence.
Staff Development
Co-Co Plots
Staff Development
Staff Development
enabling the team to develop robust, efficient and future-proofed end-to-end processes with enhanced oversight, where issues and risks are identified early, mitigated proactively and lead to robust improvements.
Process Excellence
Process Excellence
Culture
Scope
Structure
Staff Development
Process Excellence
Five pillars of team excellence
Why is this important?
‘Beck, I’ve just been to the specialist to speak about my trapped nerve and they’ve told me that they think I have Motor Neurone Disease. Do you know what that is?’
Thank you
Exercise
Mission
Questions?
HMPA London Conference �Supporting our people to achieve their potential
21st November 2023
Patrick Brown - Associate Director of Organisational Design & Talent Development, London Ambulance Service (Joining NWL ICB as Director of People & Organisational Development)
Tanya-Marie Robinson – Associate Director of Workforce, Lewisham & Greenwich NHS Trust
Head of Professional Development People Profession, Workforce, Training and Education Directorate, NHS England
What is a sponsor’s role?�
YOUR - Unique selling point
“We shouldn’t be afraid to experiment and open our minds to possibilities. We need to keep innovating, learning and sharing ideas”
Peter Cheese, CEO - The CIPD
“Amplify your strengths and not your deficits”
Tanya Carter, CPO East London Foundation Trust
“The NHS of 2030 will evolve from the service we work in today.
We (people professionals) continue to demonstrate an aptitude for change and agility that enables us to respond to the needs and expectations of our organisations”
Thomas Simons, Chief HR and OD Officer, Workforce, Training and Education Directorate - NHS England
Impact
Value
Questions?
Breaking Through Fear
Obi Abuchi
”Attitude is a settled way of thinking or feeling, typically reflected in a person’s behaviour.”
- Dictionary Definition
”A winning attitude is a healthy state of mind or way of thinking that empowers you to be at your BEST and give the BEST of your skills, talents, experience and passion to your family, life and work.”
Obi Abuchi
Change Your Focus
77%
Negative self talk
23%
Positive self talk
Open Up to Others
Utilise Your Power of Choice
CONTROL
INFLUENCE
ACCEPT
Recall Past Successes
Align Yourself to the Service Game
Game 1
Playing not to lose
Playing to cruise
Playing to improve
Playing to compete
Playing to win
Game 2
Playing to give, grow, build, contribute, serve
Game 1:�Ego game
Game 2:�Service game
Give Yourself Permission to be Afraid
Engage Your Deeper Purpose
My eulogy
”What goes on in your head is expressed in your actions and impacts your relationships and results.”
Expressions and Effects of Negative Energy
Mental
Physical
Relational
Cortisol flooding our body
Expressions and Effects of Positive Energy
Mental
Physical
Relational
Dopamine, Oxytocin, Serotonin, Endorphins flooding our body
Insecurity
Doubt
Joy
Hope
Envy
Bitterness
Hatred
Belief
Fear
Courage
Optimism
Love
7 Strategies to Break Through Your Fear
Change Your Focus
C
Open Up to Others
O
Utilise Your Power of Choice
U
Recall Pass Successes
R
Align Yourself to the Service Game
A
Give Yourself Permission to be Afraid
G
Engage Your Deeper Purpose
E
Let’s stay connected
0bi Abuchi, CEO, CORE Leaders International
Questions?