{"id":7812,"date":"2023-11-15T15:31:00","date_gmt":"2023-11-15T15:31:00","guid":{"rendered":"https:\/\/arliemediadesign.com\/?p=7812"},"modified":"2025-03-13T15:37:47","modified_gmt":"2025-03-13T15:37:47","slug":"10-takeaways-from-the-2017-creating-happy-workplaces-in-the-public-sector-conference","status":"publish","type":"post","link":"https:\/\/www.happy.co.uk\/blogs\/10-takeaways-from-the-2017-creating-happy-workplaces-in-the-public-sector-conference\/","title":{"rendered":"10 Takeaways From the 2017 Creating Happy Workplaces in the Public Sector Conference"},"content":{"rendered":"\n

1. Show the thing<\/h3>\n\n\n\n

Alex Segrove, delivery lead at the Government Delivery Service, introduced the conference to the phrase, \u201cshow the thing,\u201d which sums up their culture of openness. Basically, GDS staff are in the habit of being open and talking about work as it\u2019s in progress.<\/p>\n\n\n\n

By involving others in their work as it takes shape, there\u2019s potential for improvements and collaboration. \u201cShow the thing\u201d is all about being open, making things better and maintaining healthy communication.<\/p>\n\n\n\n

<\/div>\n\n\n\n

2. Focus on strengths to build a confident workforce<\/h3>\n\n\n\n

NAO employees are required to abide by a number of controls and formal processes. However, while this is essential for auditing accounts and analysing organisational efficiency, it leaves staff fearful of making mistakes. This can interfere with NAO leadership\u2019s aim to generate a culture of trust.<\/p>\n\n\n\n

Their solution involves switching focus from overcoming weaknesses to emphasising individual strengths and helping them grow. The NAO became sceptical of micromanagement, too, and has installed coaches instead. They want people to feel trusted so that they can experiment and innovate without fear of failure.<\/p>\n\n\n\n

<\/div>\n\n\n\n

3. Don\u2019t run meetings as monologues<\/h3>\n\n\n\n

Children\u2019s services is high risk, high stress work. Tracy Jelfs, head of children\u2019s services at Monmouthshire County Council, wanted to make it an environment that people were happy to be part of, but was faced with a litany of controls, limited trust, aversion to change, and little faith in managers.<\/p>\n\n\n\n

One basic yet comprehensive change was the decision to run meetings as communal discussion groups. Employees were invited to share stories about their work and various charitable undertakings outside work, while members of the police or community groups came in to give updates. Positive feedback was also related in these sessions, providing essential reinforcement in what is often a tough job.<\/p>\n\n\n\n

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4. Be yourself<\/h3>\n\n\n\n

Isabelle Trowler, England\u2019s chief social worker for children and families, told the conference about the value of self-knowledge. People who exert influence within an organisation should be mindful of the sorts of behaviour they demonstrate at work.<\/p>\n\n\n\n

By developing self-knowledge, you can monitor and anticipate your own attitudes and behaviour, which in turn gives colleagues a fair idea of what to expect from you. Isabelle said we should all be ourselves at work, but this involves being consistent, honest and authentic.<\/p>\n\n\n\n

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5. Make an \u2018it\u2019s ok\u2019 list<\/h3>\n\n\n\n

At the start of every job, you\u2019re told all the official things like how much you\u2019ll be paid, your leave entitlements, and where to find your line manager, but there\u2019s always more to a job than the official conditions.<\/p>\n\n\n\n

GDS tries to be explicit about the unofficial conditions of each person\u2019s job, which led to the creation of \u201cIt\u2019s ok to\u2026\u201d list. As Alex Segrove explained, the list tells new starters it\u2019s ok to say no when they\u2019re too busy, to make mistakes, to not check their emails out of hours, and to challenge things they\u2019re not comfortable with.<\/p>\n\n\n\n

<\/div>\n\n\n\n

6. Don\u2019t take for granted the passion of public sector employees<\/h3>\n\n\n\n

25 years of experience have taught Brendan O\u2019Keefe that people in the public sector often see their job as just like any other, meaning they show up and get the work done without necessarily being driven by a strong sense of purpose.<\/p>\n\n\n\n

As a result, if the prevailing systems and processes aren\u2019t stimulating great results, leadership must step up. Brendan is the managing director at education support public mutual, Epic CiC, and so it\u2019s his duty to make sure the people reliant on the service are best served. To do so, he has to find a way to get the most out of staff when a foundational sense of purpose is lacking.<\/p>\n\n\n\n

<\/div>\n\n\n\n

7. Everyone learns differently<\/h3>\n\n\n\n

Tracy Jelfs prioritises her staff group, recognising that without them the essential children\u2019s service work can\u2019t be done. Having detected communication as one of the biggest issues holding things back at Monmouthshire County Council, Tracy started thinking about the various ways in which people learn.<\/p>\n\n\n\n

\u201cWe all hear things differently, everyone takes something different out of things,\u201d she said. Given every employee is interpreting everything through their own experience, Tracy encouraged more vocal input in order to broaden individual perspective and bring everyone\u2019s viewpoint into closer harmony.<\/p>\n\n\n\n

<\/div>\n\n\n\n

8. Why insist on qualifications that aren\u2019t requirements for the job?<\/h3>\n\n\n\n

Epic CiC updated their recruitment policies in order to appeal a wider range of potential candidates. In the past they\u2019d insisted on certain qualifications purely because it sounded like a good idea to insist upon them. This included demanding that people be educated to degree level even though a degree wouldn\u2019t actually determine someone\u2019s ability to complete the work.  <\/p>\n\n\n\n

\u201cWe\u2019ve taken that out unless there is an absolute statutory requirement that a job requires a particular qualification, or it\u2019s hugely specialist,\u201d said Brendan O\u2019Keefe. They\u2019ve since found some star new recruits who\u2019d formerly have been disqualified from the process.<\/p>\n\n\n\n

<\/div>\n\n\n\n

9. Trusting others does not mean trusting everyone<\/h3>\n\n\n\n

Most people want to do a good job, said Isabelle Trowler, and they\u2019ll be in better position to do so when trust permeates an organisation. However, she offered the caveat that trusting in others doesn\u2019t mean everyone is trustworthy.<\/p>\n\n\n\n

\u201cI would not go carte blanche and say it\u2019s a free for all,\u201d she said. Rather, you have to identify your allies and keep watch of your enemies. That said, Isabelle still believes in the implementation of a culture of outright trust in the workforce. Anything that deviates, she said, should be dealt with as an exception.<\/p>\n\n\n\n

<\/div>\n\n\n\n

10. The Neuroscience of Trust<\/h3>\n\n\n\n

The NAO\u2019s Steve Mirfin drew attention to an article from the Harvard Business Review <\/em>entitled \u2018The Neuroscience of Trust\u2019. The paper\u2019s findings basically back up the happy workplaces model. \u201cWhen you\u2019re happy and you trust each other, you get this lovely thing called oxytocin released in the brain,\u201d said Steve.<\/p>\n\n\n\n

Oxytocin plays a big role in social bonding and \u2018The Neuroscience of Trust\u2019 points out that when oxytocin is released within an organisation, the organisation will be more productive, have a more energetic and collaborative workforce, lower stress levels and greater overall happiness.<\/p>\n","protected":false},"excerpt":{"rendered":"

The 2017 Happy Workplaces CEO Conferences brought together a number of esteemed leaders from across the business world to share their unique knowledge on how to create happy workplaces.<\/p>\n

The conference speakers included CEOs from food company COOK, marketing agency Webmart, timber and fencing supplier Lawsons and more, who shared the workplace innovations that have not just improved overall staff happiness, but strengthened their competitive advantage.<\/p>\n

Here are ten essential takeaways from the event.<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[29,25],"tags":[],"blog-post-type":[35],"class_list":["post-7812","post","type-post","status-publish","format-standard","hentry","category-conference-updates","category-the-happy-manifesto","blog-post-type-blog-with-image"],"acf":{"read_or_watch_time":"Watch: 15 min watch"},"yoast_head":"\n10 Takeaways From the 2017 Creating Happy Workplaces in the Public Sector Conference - Happy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.happy.co.uk\/blogs\/10-takeaways-from-the-2017-creating-happy-workplaces-in-the-public-sector-conference\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"10 Takeaways From the 2017 Creating Happy Workplaces in the Public Sector Conference\" \/>\n<meta property=\"og:description\" content=\"The 2017 Happy Workplaces CEO Conferences brought together a number of esteemed leaders from across the business world to share their unique knowledge on how to create happy workplaces. 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