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Engagement Survey:
“You Said, We fid'
Q1 - April to June 2023
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POL00448642
Overall scores
Engagement: 68% Participation: 36%
* UKnormis 71% * Particularly low in DMBs/SC c18%
* Engagement gap in lower grades widens * Rest of business c50%
Target: >75% 2025 Target: >40% & >75% 2025
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POL00448642
‘You said...
We did’
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POL00448642
Overall results & themes: SLP
Positives Opportunities
Respectful, friendly and supportive Bureaucratic, fragmented and inefficient
I feel proud to work for Post Office 72% Support for career development & performance discussions 47%
I am provided with the freedom to make appropriate
eee . és 1% Senior leaders lead by example and in line with WOW 9%
decisions in my job
Where I work, people can share their opinions, ideas, Communication and consistency with POL Purpose and
74% 44%
feedback or concerns without fear of negative consequences Vision
I understand how my role contributed to overall strategy 74% SLP feeling under constant strain, bureaucracy & inefficiency 70%
I believe my views are listened to when I share my opinion 70% Confidence in senior leadership 9%
Where I work people are treated fairly 73%
You said...
Better support to achieve career objectives
Ways Of Working being demonstrated everyday
Improve internal two-way communication
Removal of strain, bureaucracy and inefficiencies
Focus on building trust and confidence in Senior Leadership
We are on it/
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1.You said... Better support to achieve
career objectives
4 Reviewing all of our talent, recruiting, promotion & development
processes to ensure we are opening up ALL opportunities Qi FY23/24
2 Focus on embedding ‘Everybody's Conversations’
to allow for better discussion on behaviour/skills development Qi Fv2s/24
3 Introducing a career and competency framework Q3 FY 2023
4 Ensure all colleagues have a Personal Development Plan in place June 2023
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POL00448642
2.You said... Ways of Working being
demonstrated everyday
1 Embedding Ways of Working into recognition tools and all People
processes Senay
2 Review the Ways of Working to ensure supporting statements
accurately reflect how we do business and re-launch Q1 2023
3 Regular reference to ways of working at 10@10, town halls and time
to reflect in team meetings May 2023
4 Ensure STIP and LTIP are aligned to reward great behaviours May 2023
We are on it/
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POL00448642
3.You said... Improved internal two-way
communications
All SLG communications/update to be circulated after events and April 2023
feedback sought on content/improvements atts
Open od honest two-way communication through ‘engagement Q1FY23/24
Ensuring the voice of the Postmaster is understood in the centre Quartert
through Postmaster consultation and Engagement forum v
Review social media/communication channels to reach all audiences J 2023
& ensure feedback (ie App for non-connected colleagues/PMs) ne
Survey ‘pulse’ action planning and quarterly progress updates in Quarter
town halls ue
We are on it/
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POL00448642
4.You said... Removal of strain, bureaucracy
& inefficiencies
5
SLG to identify areas for streamlining & improvement April 2023
Priorities for each business areas to be determined May 2023
Removal of overlaps and conflicting priorities/work TBC
Simplification of IT & process efficiencies (eg recruiting, onboarding,
data and procurement) Tec
Greater teamwork & collaboration TBC
We recognise it and need to be on it/
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POL00448642
Breakout Groups : tables/rooms of teams with facilitator
1. Better support to achieve career objectives &
performance discussions (Richard)
2. Ways of working being demonstrated every day
(Zdravko)
3. Improve 2-way internal communication (Tim)
4. Removal of strain, bureaucracy & inefficiencies (OQWen)
You will all have 15 mins in teams to focus on the actions that we have agreed.
We would like you to;
A. Sense check the actions against each section?
B. Have we missed any actions?
C. ls there anything else we need to have on the list?
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POL00448642
i
:
f
ESI LIDBL EADS
liOurs
Q
Cc
)
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0
0
0
0
a
Behav
‘semis teen cee
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TRUST (Francis Frei)
Inefficiency
Increased Costs
performance &
revenues
Authentic
Empathetic
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Finding the balance in POL — building TRUST (Francis Frei)
Leadership
~ Behaviours
Authentic
Empathetic
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POL00448642
Finding the balance — building TRUST (Francis Frei) - WORD CLOUD
Leadership
Our
Culture
Authentic
‘iy Integrity Oriented
TanspaeeyTean Work Cost Loyalty Helpful
Accessibility Honest Open Accuracy /Palicy
Fairness tectiye Trust Efficiency solution
Accountability \ajyeqW/orkng
Institute of business ethics
Empathetic
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POL00448642
Finding the balance — building TRUST (Francis Frei)
Leadership
Our
Culture
Fire fighting. } ° Accountabili Authentic
Lack of direction Slow to act a 4 a
Postmaster Focused (n pockets) Lack of Trust Child ity Integrity Oriented
MerarchcalL ack of Governance Secretive ‘ TranspereneyTeam Work Cost Loyalty ‘Helpful
Parent “os Notheard / Accessibility Honest Open /\: CY Policy
‘Lack of Trust Bureaucratic Fairness Effective Trust Efficiency Solution
“Empathetic — \_ Accountability VajyeqWorking
Anecdotal feedback from Survey
Institute of business ethics
Leadership Culture V Future
Historical Behaviours (Common Issues Judgement) I Future Leadership Behaviours
are still present in the feedback today
Lack of trust — afraid to speak up
Parent/child
Secretive
Favouritism/nepotism
Silo mentality
Lack of accountability
Not Postmaster-focused
Hierarchical and overly bureaucratic
Lack of strategic vision and direction for all PO
Lack of governance
Victorian T&Cs
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Clear accountabilities and a focus on results
Adult and respectful
Inspire, Open, honest and transparent
Unbiased, objective driven people processes
POL first: Empowering and advocating cross-
functional working, collaboration
Empowered and accountable
Postmasters at the centre; Heroes of PO
Agile and responsive; driving innovation
Clear, One PO, vision, purpose and strategy;
leadership openly aligned around it
Clear governance
Modern, sustainable eg flexible T&Cs
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POL00448642
Why are leadership behaviours important to POL
As leaders, we all have a critical role in creating an environment where these behaviours live and breathe; we make these
important, they will also become important to our teams and drive culture change.
¢ [tis important to describe the Leadership Behaviours that are important to
POL
¢ Leadership Behaviours are the most influential factor shaping organisation
culture
e Leadership Behaviours will help us grow talent (individuals and teams)
¢ Having consistent behaviours across our leadership teams will allow us to
achieve more together (the whole is greater than the sum of the parts)
¢ Will we embed Leadership Behaviours in all our people processes (job specs,
recruitment, succession, development, 360 assessment).
¢ Our Leadership Behaviours will be introduced to the whole of POL and
all leaders will be measured against them
Strong Leadership Behaviours will increase colleague / PM engagement & trust
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POL00448642
Development POL: Leadership Framework
Review of ‘as is! Proposed 'to be' \
; ; : : Buy-in from GE SLG feedback
Leadership behaviours leadership behaviours
* Looked at our behaviours * — Aligned Plans, Vision & * Working in collaboration the * Today is about presenting
today Purpose GE have review the leadership these to you
* Engagement feedback * Involves and empowers behaviours * — Gaining your feedback
thers thi h ch . ini i
Anecdotal feedback others through change Gaining buy-in and support + Using this as part of the
* The Commons Issue * Focusing on the future, with + c4 meetings January to conference next week
Judgement empathy to the past March)
+ The Institute of British Ethics * Communicate with passion & + Incorporated GE feedback
feedback energy
* Feedback from teams
across the business
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Introducing POL: Leadership Framework
Outcome driven
Decisive Leadership and
Judgement (debate & commit)
Demonstrates Emotional
Resilience
Technical Expertise and
Professionalism
Takes Ownership &
Accountability for making a
difference
Underpinned by
TRUST:
Inspiring others
Aligned Plans, Vision &
Purpose
Involves and empowers
others through change
Focusing on the future, with
empathy to the past
Communicate with passion &
energy
Post Office first
Working in Partnership, as
One Team, We Deliver results
for POL
Do things once, do it well
We adhere to POL's agreed
processes and procedures
Uses POLs talent & resource
Developing teams
Honest evidenced based
feedback
Supporting inclusion by
challenging bias and
favouritism
Actively support ‘development
& career’ plans, skills and
behaviours
Manages & recognises
performance
Most organisations have clear leadership behaviours
TESCO
LLG SEP ES BN
Empathy
Collaboration
Resilience
Responsiveness
Innovation
Head, Heart and Guts
Balancing respect and
results
Genuine empathy and
care
Communicate openly
Share their fears and
vulnerabilities
a Service
Inspiring — about our work
and its future
Confident — in our
engagement
Empowering — our teams to
deliver
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POL00448642
Lloyds
Pharmacy
ilead
Inspire
Leverage
Execute
Advance
Develop
Engage with our
purpose
Create our pet
experience
Shape our future
Use insights wisely
Deliver our strategy
Collaborate with teams
Trust others to own it
Challenge with
empathy
Some further examples
INE HBOS,
* Lead
+ Shape
* Build
* Deliver
JOHN LEWIS
& PARTNERS
Sets vision and
direction
Shows strategic
agility
Drives performance
Takes decisive action
Inspires Ownership
Works across
boundaries
Acts with courage
Develops Talent
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POL00448642
Specsavers
* Coach
* Connect
* Champion
Change
Your input into the leadership behaviours
Breakout Groups : tables/rooms of teams with facilitator
1. Review of Outcome Driven descriptors (Tim)
Review of Inspiring Others descriptors(Zdravko)
Review of ‘Post Office first’ descriptors (Jane)
A @ N
Review of Developing Teams descriptors (Owen)
You will all have 15 mins in teams to:
A. What do these behaviours mean to POL
B. Identify any important behaviours / competencies
missed anything important for your section
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You said ... Focus on building trust in Senior
Leadership
1 Introduce a Leadership Behavioural Framework and support our Qu FY23/24
leaders to develop with a sustainable leadership programme
2 Introduce 360 feedback tool for objective assessments to take place Q2 2023
and GE assessment programme
3 Introduce a leadership sustainability development programme Q3 2023
4 Build leadership behaviours into our talent processes and annual Q3/Q4 3
reviews and bonus scheme(s) for GE and SLG
5 Support team development and accountability with ongoing Througho:
Leadership Team coaching activity 23/24
We are on it/
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POL00448642
April July October January
Share Results Launch pulse 2 Pulse survey — Prep for Full
Line Mgr Access survey plans 2 functions Survey
May August November February
Action Planning 2 Pulse survey — 2 Pulse survey — Launch 2024
2 functions 2 functions sazagement
June September December March
Action Planning 2 Pulse survey — 2 Qtrly Progress Analyse Results
Launch pulse survey functions and prepare
Bae Qtrly Progress Update Update reporting
Qtrly Progress Update
SEP DEC JAN FEB , MAR
MAR
Qi
Socialise and
Action Plan
How we as senior
leaders can start
to drive
behavioural
change
LEADING EDGE
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POL00448642
POL00448642
POL00448642
If it matters to you,
it matters to us
Change starts here...
London, 20* April 2023
In partnership with
‘oat
LEADING
EDGE
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POL00448642
About me...
Performance coach, facilitator & speaker
* Performance Development Coach for Great
Britain Wheelchair Tennis
* UK Sport/EIS Talent panel member for
Olympic/Paralympic sport
* Team Coach with Leading Edge & Performance
Edge, working with companies to enable high
performance
Ya Leading-edge.co.uk
POL00448642
POL00448642
It starts with you...
“If not now, when?
If not you, who?”
Welcome a
critical mass
of
define and own I who lead the dance
a simple, Legs
instructional
IF pace is key,
skills, belief os
Viours that
revise noe a biggest
their M.0. to ence
ensure they're
Highly Effective to
drive the change
W Jeading edge (1 Leading-Edge ( 0700 3496717 @ leading-edgeco
POL00448642
POL00448642
POL00448642
POL00448642
Leadership lessons from a dancing guy...
Leading-edge.co.uk
POL00448642
POL00448642
It starts with you...
What does it mean to be the
“lone nut” or a “first follower” in
your world?
Leading-edge.co.uk
POL00448642
POL00448642
It starts with you...
From what I have heard today, what can I control (action) and what can I influence?
Leading-edge.co.uk
POL00448642
POL00448642
Change starts with you...
My Pledge (to lead cultural change and
build trust):
As my first step as a leader in POL I
pledge to ........
Leading-edge.co.uk