Workplace Innovation helps improve performance and working lives by releasing the full range of talent, knowledge and creativity from employees at every level.

Organisational Health Check

A springboard to innovation


Our Health Checks are not about us telling you what is wrong or right with your organisation. They are about your people telling us what is wrong or right, what can be done better, what works really well and what doesn’t.

An Organisational Health Check acts as a springboard with the potential to release innovative behaviour, improve performance, enhance employee well-being and stimulate growth.

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Insight



We know the importance of listening to employees at every level in order to understand what is working and what needs to be improved.

Our reports based on employees’ own accounts of experiences at work provide boards and senior management teams with a powerful stimulus for change, and help to define priorities for action.

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Facilitating Change and Innovation

Breaking down walls and ceilings


Workplace Innovation is at the heart of performance, growth and employee well-being. Many see it but don’t know how to implement it.

We help organizations review improvement and innovation practices by breaking down walls and ceilings and creating dialogue across hierarchies and functions so that the better argument always wins.

Workplace Innovation’s facilitators work closely with leaders, managers and employees at every level, understanding their aspirations and strengths as well as what holds them back. We seek solutions co-created by all of the main stakeholders in an issue to ensure buy-in and to minimise resistance to change.


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Working with Boards and Senior Teams

Horizon-scanning, thought leadership and rehearsing the future


What will your business look like in 2024 and what will your role be in leading it?

Seeing the world in a different way should be on the job description of Directors. Change is happening and it can’t be controlled but it can be anticipated.

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Developing Emerging Leaders

From transactional to transformational


The demands of leadership are changing. At a time of significant challenge and opportunity, leaders and managers must drive improvement and innovation while motivation and energising employees. Emerging leaders must migrate from purely transactional management to proactive, transformational behaviour while current leaders must address the question of succession.

But where are the next leaders coming from and what skills and competences will they actually need?

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Interactive Theatre

Using drama to provoke thought and motivate change

Interactive theatre in the workplace is a real eye-opener. It helps to unlock employee engagement and creativity, one of the key challenges in securing successful organisational change, improving performance and enhancing working life – but it does it very differently.

You’ll see your organisations in a completely different and thought-provoking light.

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Presentations, Facilitation and Masterclasses

Stimulating, informing and resourcing innovation and change


Expert facilitation, engaging presentations, creative thinking and interactive theatre are just some of the ways we enhance and enliven conferences, time-out sessions, in-house training and team development workshops.

We can also deliver masterclasses and provide internationally recognised expert speakers covering all aspects of people centres change, employee engagement, high involvement innovation and leadership development.

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Transformational Coaching

Achieving a new culture


We know how to coach – we do it for a living. However, we are also on a mission to help managers and leaders become inspired coaches in their own right and to introduce a coaching culture to their organisations that will achieve sustainable benefits.

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Networking and Knowledge Sharing

Remember, you are not alone


Networking, knowledge sharing, the pooling of ideas and intellectual capital are the dynamics that underpin a sustainable movement of workplace innovation and provide all organisations looking to change and to challenge the future with access to the choices open to them and the experiences of others.

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Flexible ILM Leadership & Coaching Courses 

In-house and Distance Learning


Flexibility in learning is becoming increasingly important in employee development. We are experiencing a significant increase in clients needing a more flexible approach to the delivery of our ILM programmes.

Releasing staff to attend off-site public courses can cause problems for organisations, despite the obvious benefits of individuals from different backgrounds and industries sharing their experiences as they learn together. It is not always convenient for managers to block out days in their diary to attend sessions off-site, on dates that tend to be inflexible.

We recognise this and in addition to our public courses we are able to offer a range of flexible options to make it easier for organisations and individuals to access our ILM Leadership, Management and Coaching programme.

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The First Element: Jobs and Teams




 

 

Empowered Jobs

Employee initiative and the ability to work without close supervision are highly cherished: architects, midwives and refuse collectors perform their jobs well because they make on-the-spot decisions based on background knowledge and experience of ‘what works’.

They avoid delays caused by unnecessary referral to managers or manuals.

In the best cases they make time to learn and to reflect on what is working well and what should be changed. This generates steady flows of improvement and innovation. Such employees may also enjoy discretion in scheduling their own work and in controlling its pace, minimising physical strain and psychological stress.

 

Karasek’s Demand-Control Model of Occupational Stress

Karasek’s model has had a large influence because it is straightforward and practical. Workplace stress is a function of how demanding a person’s job is (factors include interruption rate, time pressures, conflicting demands, reaction time required, pace of work, proportion of work performed under pressure, amount of work, degree of concentration required, and the slowing down of work caused by the need to wait for others) and how much control the person has over their own responsibilities. Control includes the ability to make decisions about their own job, move between a variety of tasks, low levels of repetitiveness, opportunities for creativity, learning and problem solving, and influence in their own work team and in the wider organisation.

Trust is vital. Employees can often help their customers and colleagues more effectively when they’re trusted to use their judgement. Moreover in exercising discretion employees acquire skills that are transferable, increasing their adaptability and resilience within the organisation and their employability outside it, even in quite different occupations.

 

Self-Managed Teams

Many organisations claim that their people work in teams. But are those teams simply groups of people who sit together and report to the same manager, but rarely co-operate with each other? Some work psychologists call these pseudo teams.

We’re concerned with real teams, teams where people share knowledge and problems, where they break down barriers and demarcations, and generate ideas for improvement, innovation and growth using the insight that day-to-day work experiences give them. We know from a vast amount of research that these teams are more productive in factories and offices, they provide better customer service, and even save lives in places like hospitals.

 

Good teams

  • Good teams are clear about their shared tasks, and about precisely who is part of the team. Once teams grow larger than 8 – 10 members it becomes difficult to maintain cohesion.
  • They are clear about the skills the team needs to achieve its purpose.
  • The team is empowered to make appropriate choices about recruitment, and recognises the important of recruiting people who are good at collaboration and sharing.
  • Team members need to understand clearly their roles and the roles of other team members, so there is no ambiguity about who is responsible and accountable for each task.
  • Good teams set themselves clear, challenging and measureable objectives every year.
  • The aim is not just to get the job done but to achieve significant improvements and innovations. Progress towards achieving these objectives forms an important part of regular team meetings.
  • Well-functioning teams assess and seek to improve their effectiveness in working with other teams inside (and sometimes beyond) the organisation.
  • Teams with a supportive, humorous and appreciative atmosphere deliver better results and their members are significantly less stressed. They are more optimistic, cohesive and have a stronger sense of their efficacy as a team.
  • Teams must also meet regularly and have useful discussions, enabling them to reflect on how well they work together and how to improve. Teams that regularly change ways of working are not only more productive but also more innovative than teams that don’t. ‘We haven’t got time’ is therefore an unacceptable excuse. Such teams are also better able to respond to work pressures and adversity by innovating rather than feeling overwhelmed and helpless.

[Adapted from Professor Michael West, Effective Teamwork]

 

Resources

Principles of good job design

UK Health and Safety Executive Stress at Work tools

EderfilBecker case study and film 

 

 
   
The First Element:
Jobs and Teams
The Second Element:
Structures, Management
and Procedures
The Third Element:
Employee-Driven Innovation
and Improvement
The Fourth Element:
Co-Created Leadership
and Employee Voice

Articles

Articles

Articles

Articles
Case Studies
Case Studies Case Studies  Case Studies 

Latest News and Events

Are you wondering on how to create high performance and make your business a great place to work? If so, come and join us for this fantastic event! This lunchtime session offers a unique opportunity to discover how a growing number of companies are transforming their working practices and cultures in ways that lead to real improvements in business performance, innovation, employee engagement and well-being. Workplace innovation is a term increasingly used across Europe to describe the introduction of evidence-based workplace practices that enable people at every level to use and develop their full range of skills, knowledge, experience and creativity. It helps organisations and their employees improve organisational performance and working lives.The approach is of equal importance to all types of organisation, be they large or small, in manufacturing or services, or in public administrations. Participants at the session will gain practical insights and actionable id..

When: 23 - 24/10/2019 (Register before: 01/10/2019) Where: EIPA Headquarters, Maastricht (NL) Work and workplaces are crucial to creating sustainable innovation and growth. Inclusive and engaging workplaces provide staff with good quality jobs that utilise their skills and develop their talents effectively enabling these staff, in turn, to deliver high levels of performance and future innovation. With the Europe 2020 strategy, workplace innovation now occupies an important place in EU innovation and competitiveness policy. In 2013 the European Commission launched EUWIN (the European Workplace Innovation Network) and started a large-scale movement to create more productive and healthier places to work. This interactive workshop introduces Workplace Innovation and is intended for participants of all levels who would like to learn how to improve performance and working lives by releasing the full knowledge, skill and creativity of people at every level. Ov..

Booth Welsh (https://boothwelsh.co.uk/) and Workplace Innovation Europe (http://www.workplaceinnovation.eu/) will jointly lead The Digital Advantage Innovation Consortium (http://www.workplaceinnovation.eu/DAIC), an innovative programme beginning Autumn 2019 and bringing up to twelve companies together on a shared journey towards digital advantage. The programme will provide individual participants with digital change leadership skills, with the option of an internationally recognised Institute for Leadership & Management (ILM) qualification. Their companies gain structured support to build digital and organisational readiness for technological change, drawing on evidence-based practices and exemplary cases from across Europe. Read more (http://www.workplaceinnovation.eu/ready-for-digital-innovation)..

Industry 4.0: Enabling Digital and Organisational Readiness Booth Welsh (https://boothwelsh.co.uk/) and Workplace Innovation Europe (http://www.workplaceinnovation.eu/) will jointly lead The Digital Advantage Innovation Consortium (http://www.workplaceinnovation.eu/DAIC), an innovative programme beginning Autumn 2019, which will bring up to twelve companies together on a shared journey towards digital advantage. The programme will provide individual participants with digital change leadership skills, with the option of an internationally recognised Institute for Leadership & Management (ILM) qualification. Their companies gain structured support to build digital and organisational readiness for technological change, drawing on evidence-based practices and exemplary cases from across Europe. Find out more (http://www.workplaceinnovation.eu/DAIC)..