A look at how the Employee Engagement Project at the Ministry of Justice managed to create change for 80,000 staff that was \'By the People\', \'For the People\', and will hopefully never perish. This was first used as a workshop with Australian Public Sector executives in Canberra Feb 2011.

1. Successfully? Herding Cats
The Ministry of Justice Story

2. a little about me
v5 years in London as
interim to UK CS, director,
& school governor.
v5 years APS exec.
v10 years in business &
management.
vMasters, postgrad stuff,
& an undying thirst for
knowledge.
vCurrently creating books,
resources, & podcasts.

3. a little about the team
Ainsley Allen Peter Carl Rob Neil
‘The Don’ ‘The Brains’ ‘The Fixer’
Kept us & the PMO & comms Knew
org leaders on lead. Knows everyone &
track & on the news everything
message. before it about them.
happens.

4. the suppliers
CLAIRE & SALLY PHIL

5. the strategic outcomes
working for a just and
democratic society

6. the organisation
3rd largest 80,000 £10 Billion 9 million + 900 +
Government
people budget customers locations
Depart

7. scalable success

8. the framework

9. herding cats
Cats never behave how
you hope…
Humans are even worse!

10. Might as well work on
the cat’s level.

11. Mixing Metaphors

13. out of the box solutions
Over 100 tribunals staff
attend ‘Peak
Performance’ theatre
workshops.

14. Involved large
numbers of managers
to write ‘how to
engage’ guides across
MoJ.

17. what wasn’t done…
Use social media.
Share the process.
Staff Life Cycle.

18. PAWS #1

20. work around solutions
100% transparency of
all results, action
plans, and activities.
No media or union backlash.
Competition between areas.
A buzz at every level.
Activity became visible to all.
ONLY THE START OF THE
DISCUSSION

21. PAWS #2

22. instant experts
150 Local
Facilitators

23. So, tell me again, how does this ‘Engagement’ work?

24. instant experts
600+
Results Into
Action
workshops

25. instant experts

26. work around solutions
Truly flattened the
operational structure.
Not about cutting a few middle
management positions, but
about engaging all positions in
better sculpting the
organisation.

27. what wasn’t done…
Connect centrally.
Transparent
action plans.

28. PAWS #3

30. embedded outcomes
Embed a new
language, expectation,
and process.
£1bil cost cutting hack
and slash initiative was
launched as a reaction
to economic fears. We
managed to get PEP on
board.

31. Silos started breaking
down – offices in the
same region started
talking & working
together.

32. Engagement outcomes
were included in
Senior Executive
performance reviews…
and by extension
bonus payments!!

33. what wasn’t done…
Future Resourcing.
Machinery of Gov.
Measurement.

34. PAWS #4

35. What are the challenges 3 years on?
• Massive downsizing
and more restructuring!
• Need to manage
champion and leader
turnover.
• Holistic vision still
missing.
• Really need to embed
‘You Said, We Did’.
• No solid measures of
connected planning.

36. What are the results 3 years on?
• Champions Day #6 just finished – on a zero
budget!!
•Stream lined logistics.
•Telling the “You Said, We Did” story more.
•Increased Senior Leadership responsibility.
•Engagement is up!

37. So what have we learnt?