Ireland deserves a high-performing public sector delivering a quality service to its citizens. In order to achieve that, it needs to create an environment where every employee can give their best. That environment doesn’t just happen; it needs to be designed in a particular way and its leadership needs to understand how to inspire employees and sustain a strong sense of pride in what is being achieved. First and foremost the Irish public sector needs to become a Great Place to Work.
If you believe a great place to work is all about free food and beanbags, you’ll be cynical about the importance of turning the Irish public sector into one. But if you look more closely, you’ll discover that a truly great workplace equates to a high-performing one that delivers consistently, innovates constantly, uses the talents of each individual to their maximum potential, embraces change, is highly productive, has lower levels of absenteeism and has highly engaged employees.
Trust in management
Many people have a mistaken view as to what makes a great place to work. The truth is that it’s all about trust and primarily employees’ trust in management. The recently published reform document for the civil service points to the need for a change in culture, structures and processes to create a more flexible, responsive and agile organisation. This is an aspiration that simply cannot be achieved without a dramatic improvement in trust.
Our public sector has been set upon over the last number of years. It has been affected by an exodus of talent and experience, an onslaught of cutbacks in pay, pensions, terms and conditions and has been the subject of much negative criticism from the public.
In too many cases, employees are deflated, disillusioned and disengaged. This needs to change. Employees in the public sector must feel good about what they do. They must understand the importance of what they deliver and they must be valued and recognised. Excellent performance must be lauded to inspire others to perform to the same standards.
Staff in the public sector and civil service are not that different from private industry employees. Reading the summary of staff engagement results, it is clear that all employees want many of the same things:leaders who inspire, who they can look up to, who they can trust and who they want to follow. They want recognition for great work and they want continuous development.
Absenteeism levels in certain areas of the public sector are high but the question needs to be asked: why? It is essential to focus on the root cause. Developing a strong team spirit plays a big part because if this exists, employees will not want to let their team down by not turning up. Engendering a deep sense of pride in what you are trying to achieve gets people out of bed in the morning and wanting to contribute.
Shining lights
The Irish public sector already has some shining lights. Children’s University Hospital Temple Street is a great example of an organisation in the public sector that has created a special culture and which was recognised as a Great Place to Work. As chief executive Mona Baker said: “It’s about respecting our staff. The organisation is just bricks and mortar, but it’s the staff that work here on a daily basis that make it a great place to work.”
Tourism Ireland is another organisation that has achieved recognition as a Great Place to Work. Chief executive Niall Gibbons believes the three key ingredients to creating a great workplace are communication, appreciation and recognition.
The civil service renewal document is an excellent step in the process of making the organisation better. The changes proposed are to be welcomed. Appointing a civil service spokesperson, the excellence and innovation awards, improved culture, and leadership to name but a few. It is now time to make these aspirations a reality.