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Introductions
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Objectives
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Ensure you aware of the four Key Steps of action planning.
Understand the NHSBT Your Voice Pledge.
Know everyone’s role in action planning.
Know how to broadly facilitate an action planning workshop/session.
Know that everyone can do action planning, even if its just continuing with what’s
already happening.
This session will NOT:
 Teach you how to review your report or helping you to interpret your data.
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Reports
 366 Reports
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Centre Reports (Including Blood Donation, Excluding Blood Donation)
Bespoke Reports
Directorate Reports
National Report
SMT Reports
 Location: G Drive: G:\001 National Share\001 Everyone\Your Voice Reports 2016
 OR http://peoplefirst.nhsbt.nhs.uk/your-voice-our-action.htm
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Actions
40% believe that action
will be taken on problems
identified in the survey (-6 vs
the Public Sector benchmark
norm).
28% disagree that action
will be taken. What are the
barriers to action planning?
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4 SIMPLE STEPS TO SUCCESS
STEP 1.
EXPLORE
Look through your
team’s feedback
STEP 2.
CREATE
Explore the root causes
STEP 3.
PLAN
STEP 4.
ENERGISE
Create a plan for quick
wins and long term goals
Review progress and
communicate regularly
Empower and enable team
members to make the
change
Adapt your plan but retain
your vision for success
Build your vision for success
Identify some key
areas for focus
Encourage creative
ideas
INVOLVE EMPLOYEES THROUGHOUT
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Keep it simple for leaders/managers
10%
There’s no need to re-invent the wheel!
As a rule of thumb, effort required for an organisation to
drive the required change follows a 70/20/10 principle:
CREATE
new plans
20% ADAPT
current plans
70% continuation
20% adaptation
of current practices
or refinement of current practices
10% creating new initiatives
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70% CONTINUE
with current plans
STEP 1.
EXPLORE EMPLOYEE’S FEEDBACK
EXPLORE
NAVIGATING YOUR REPORT
DRAW UP SOME INITIAL
FOCUS AREAS
BEWARE! SOME COMMON
PITFALLS
NAVIGATING YOUR REPORT
1.
CONSIDER THE
CONTEXT…
What was
happening in the
lead up to the
survey?
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2.
3.
4.
LOOK THROUGH
THE ‘ABSOLUTE
SCORES’
MAKE
USE OF THE
COMPARISONS
IDENTIFY THE
KEY DRIVERS OF
ENGAGEMENT
What’s the level of
engagement?
What are the top 5
highest/ neutral/
negative scores?
Where are the
biggest
differences? How
are we comparing
to the
benchmark?
How are we
performing on the
drivers of
engagement?
5.
IDENTIFY AREAS
FOR FOCUS…
What are you
going to
celebrate and
focus on
improving?
BEWARE! SOME COMMON PITFALLS
Focussing only
on the lowest scoring
questions
Only considering
positive scores
Forgetting to
celebrate strengths
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Looking at the results
in isolation
Not focussing on
what is going
to improve
engagement
Not using the results
as the
start of a
conversation…
EFFECTIVE TEAM SESSIONS:
01. OUTLINE TONE AND OBJECTIVES
STEP 2.
02. SHARE AND EXPLORE FEEDBACK
CREATE
03. BUILD A VISION FOR SUCCESS
04. GENERATE IDEAS FOR SOLUTIONS
05. CONSIDER EXISTING ACTIVITIES
06. PRIORITISE HIGH IMPACT AREAS
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01. SETTING THE TONE WITH YOUR TEAM
PLAN YOUR
SESSION
Set aside at least 30 minutes for
the meeting. Long enough to
have a good conversation
Create the right environment for
conversation. A big group will
need to break up for good
discussion
Plan your follow-up; what will the
next steps be? How will you get
together regularly to talk through
progress and reflect on success?
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SET OUT YOUR
INTENTIONS
SET THE TONE
Why you are holding the session;
you are keen to discuss the
survey results, hear their ideas
and involve everyone in creating
the plan of action.
Open and honest; it is critical that
employees feel they can share
their ideas and feedback openly.
This isn’t a one off; sessions and
conversations like this shouldn’t
only happen after the survey,
building a regular forum for
discussion and feedback will
enable continuous improvement,
through taking action.
Solutions focussed; whilst
feedback is key, this should lead
to action and change. Everyone
in the team is responsible for
encouraging this.
05. CONSIDER EXISTING ACTIVITIES
Before finalising what actions your team are going to take, remember to consider activities
and initiatives that are already in progress or are coming up soon.
Are there any
planned/in progress
activities that may
have an impact on
our vision?
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Are there any we
need to protect and
strengthen?
Do we need to
adapt them to meet
our vision for
success?
Are there any we
need to stop or
mitigate to meet our
vision for success?
Aligning your plan
for action with
existing activities
is more efficient
and will mean
your plan is more
realistic.
Example Action Planning
 Discussion (open) in a clear and concise manner
 Facilitated Workshop
 To do this:
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Need lots of post its
Whiteboard, flipchart and markers
Stickers to rank, prioritise.
Any pre reading, including your report.
Dedicated facilitator with the objective of ascribing consensus.
ALL of the correct stakeholders in the room.
 Disclaimer: for EXAMPLE purposes only.
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Clustering Exercise
Never enough
time
Dysfunctional
Team
Career
Development
Conversation
Work Life
Balance
Management
Scores Low
Lunch Breaks
Micromanged
Don’t feel
listened to
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Poor
Communication
Clustering Exercise- Cont.
Time
Management
Never
enough
time
Micromanged
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Lunch
Breaks
Work Life
Balance
Management
Capabilities
Career
Development
Conversation
Dysfunctional
Team
Don’t feel Management
listened to
Scores Low
Example Facilitated Workshop – Symptom, Cause, Action
Symptom
Cause
Time
Management
Lean
Managers
New
Manager
Entered
Team
Action
Host more 12-1s
Team
Building
Session
Open
Discussion
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Example Facilitated Workshop, Modifying Existing Actions
Problems
Time
Management
Managers
Existing Plans
Hosting
Monthly
Feedback
Meetings
Modification
Diversifying
Meeting
Updates
Host
Roadshow
Feedback
Session
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Example Facilitated Workshop, Prioritising Actions
Impact if not
Implemented
Feedback Session
Team
Building
Session
Host more 12-1s
Diversifying
Meeting
Updates
Open
Discussions
Effort
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Facilitated Session
Management
Increased
Disparity
New
sessions
Poor
Communication
Scores
Always
mobile
Management Not
hosting team
talk
No access
to
computers
Technological
Access
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STEP 3.
01. CREATING A PLAN
PLAN
02. SOME COMMON PITFALLS WHEN
DESIGNING A PLAN FOR ACTION
Possible Action Plan
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01. CREATING A PLAN
Following your team
session, you will be armed
with lots of great ideas and
a clear direction of what
actions and improvements
need to take place.
is the magic number.
Don’t try to take on too
many actions, keep
your plan realistic.
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Communicate your plan
with your team as soon
as possible. This can
then form the basis for
reviewing and adapting
the plan with your team
in subsequent
communications.
Now you can create
your structured plan for
action.
There are many ways
to design a plan for
action, including the
SMART framework. We
have an even simpler
template, available at
the back of your report.
Remember, the most
important thing is that
your plan is achievable,
so avoid taking on too
many actions and
adding more to your to
do list.
01. RECAP ON SMART
SPECIFIC
MEASUREABLE
ACHIEVEABLE
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target a specific action for improvement and be as clear as
possible in defining the action, including who is responsible
make sure you can identify success and what it means to have
completed the action (how you know its accomplished)
actions should be realistic and within the span of control; we’re
talking about small adjustments (attainable), not revolutionary
RELEVANT
commitments should be relevant to the team, so make sure a
conversation is had to ensure that you action what matters the most
TIMEBOUND
actions should be achievable within the given timeframe although
some may take longer
02. SOME COMMON PITFALLS WHEN
DESIGNING A PLAN FOR ACTION
Too many actions!
Taking a short
term view
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Unrealistic
and vague
goal setting
Not aligning action
to BAU and other
objectives
Not involving the
right stakeholders
Forgetting to
communicate
or
communicating
badly
Action
planning in
isolation
ENABLING CHANGE TO HAPPEN:
STEP 4.
ENERGISE
01. REINFORCING THE CHANGE
02. COMMUNICATE, COMMUNICATE,
COMMUNICATE
03. REACH OUT AND FIND SUPPORT
04. DON’T BE AFRAID TO ADAPT
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01. REINFORCING THE CHANGE
Consider ways that you as a manager can encourage the behaviour changes
that underpin the success of your plan for action.
Identifying and mitigating any
barriers for achieving the
behaviours you’re striving for
(e.g. processes, ways of
working, competing priorities)
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Spontaneous recognition
for employees that
demonstrate the
behaviours you’re striving
for
Encourage employees to
share when improvements
have been made, and how
they achieved this
02. COMMUNICATE, COMMUNICATE,
COMMUNICATE
01.
Do the
Survey
‘It is impossible to over-communicate
in the context of change’
02.
Communicate
Results
/ Kotter /
06.
Ensure you establish communications channels and
forums where your plan for action will be discussed.
We recommend a monthly update on progress, and a
quarterly review and reflection on whether the plan for
action needs to be adapted.
Even if you feel there hasn’t been any progress on the
plan, continue to provide an update to ensure
employees feel this is still front of mind.
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Communicate
Improvements
03.
Agree
Actions
05.
Take
Action
04.
Communicate
Actions
03. REACH OUT AND FIND SUPPORT
Don’t feel you need to do this all on your own, it is
far better to share ideas and experiences with your
peers.
Use any opportunity to collaborate with your peers
throughout the process (the 4 simple steps) and
in how to embed and energise your plan for action.
Also if you find something particularly effective, why
not share that with your fellow managers.
NO MANAGER IS AN ISLAND!
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04. DON’T BE AFRAID TO ADAPT
ORGANISATIONAL CHANGE IS NOW
A PART OF EVERYDAY LIFE.
Whilst it’s important to set goals and
objectives, research shows that if managers
are too rigid on sticking to these goals
throughout change, this can lead to problems.
Keeping your vision for success in mind, don’t
be afraid to veer off track from your plan of
action and adapt as you go along. Ideally,
discuss this with your team so they can give
you feedback on what is and is not working.
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RECAP: 4 SIMPLE STEPS TO SUCCESS
STEP 1.
EXPLORE
Look through your
team’s feedback
STEP 2.
CREATE
Explore the root causes
STEP 3.
PLAN
STEP 4.
ENERGISE
Create a plan for quick
wins and long term goals
Review progress and
communicate regularly
Empower and enable team
members to make the
change
Adapt your plan but retain
your vision for success
Build your vision for success
Identify some key
areas for focus
Encourage creative
ideas
INVOLVE EMPLOYEES THROUGHOUT
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Your Voice Road Map
Board Sign off Reports
18
Jan
This will allow the Directors to distribute them via the SMTs
 366 Reports in Total
 1 including and 1 excluding Blood Donation
 1 Report per directorate
 1 Report per team of 6+ respondents
 + Bespoke
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Jan
25
Jan
Reports to be
E-Mailed Directors
If you think you are missing a report you
can contact HR Direct
1st
wk
Feb
Feb
SMTs to discuss reports
and potential actions
Reports become available
on the G drive
2017
2018
end
Mar
mid
Feb
Ongoing action planning
end
Feb
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Action planning session at
Senior Leaders Forum
Local action plans to be
posted on notice boards
Reports to be shared at Staff Partnership
Committee Meetings and other relevant
partnership forums.
All Team Managers should have discussed
their reports with their Line Manager and
planned their action planning
Apr onward
PDPRs begin
Action planning can be a
component of the PDPR
process
Final Resources
 Attachments:
 Action Planning Template
 Centre and Directorate Reports: PeopleFirst
 You may Contact HR Direct for any Queries about obtaining your reports or if you need
additional support in your action planning.
 Contact myself, Graham Bowditch at x 87764
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What should I do now?
 Don’t do nothing!
 If you are an……….
 AD/Director
 Go through your results, review at your SMT, CPC (if applicable).
 Host action session for your team, suggest teams in your area host their own sessions.
 Begin discussing the results widely.
 Manager
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Ensure you understand your survey results.
Decide if its necessary to host an action planning session.
Ensure you get the right people involved! Don’t go at it alone.
Begin discussing the results widely.
 Colleague
 Ensure you understand your survey results.
 Suggest host action planning sessions with manager at next meeting, Team Talk or 1-2-1 if this hasn’t been done already.
 Begin discussing the results widely.
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