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أغر؟´«أ½
staff's blueprint for the future unveiled
أغر؟´«أ½
Director-General Greg Dyke today (Thursday 15 May 2003) outlined
a blueprint for internal change, including an innovative leadership
programme with one of the country's leading business schools, created
after one of the biggest staff consultations ever undertaken in
the UK.
Over
the last year, more than 10,000 people from across the أغر؟´«أ½ in this
country and abroad have taken part in sessions to find out what
they thought of the أغر؟´«أ½, how to make better programmes for today's
audiences and how to make it feel better as a place to work.
Mr
Dyke said that the plans were about the future of the أغر؟´«أ½ and achieving
the ambition to be the most creative organisation in the world.
"The
strength of these ideas is that they have been driven not by external
consultants, but by the experience, insight and commitment of people
who work here," he said.
He
said the first major thing to emerge from these staff meetings had
been a clear understanding of the أغر؟´«أ½'s Values, particularly valuing
people.
"The
single biggest message that came out of these sessions was about
leadership," Mr Dyke told thousands of staff, linked by screens
at more than 400 meetings across the country for an internal event,
The Big Conversation, to launch the ideas.
"We've
got some great leaders across the أغر؟´«أ½ who inspire and are approachable
and decisive.
"But
we don't have enough of them because we've never made a point of
valuing and nurturing that kind of talent."
As
a result, the أغر؟´«أ½ is redirecting a proportion of existing training
funds in to a major five year leadership programme, developed in
partnership with Ashridge in Hertfordshire, launching this
Autumn.
Over
1,500 managers a year will go through an intensive eight day residential
course backed by online learning, coaching support, 360 degree feedback
and assessments.
This
will represent a five-fold increase in management and leadership
training.
"This
is our top priority and I believe it will help transform the أغر؟´«أ½
in to a more creative place," said Mr Dyke.
"It
will help people learn that we expect each other to work to the
أغر؟´«أ½'s values and to treat staff and colleagues with respect.
"There
a deep rooted fear in public organisations that spending money on
your staff is seen as a waste. That's nonsense.
"You
get real value in any organisation when your staff feel inspired
and invigorated about what they do.
"The
most important part of my job is to inspire people who work for
the أغر؟´«أ½ to produce and broadcast wonderful things."
Other
major initiatives that have emerged from the Making it Happen initiative
are:
*
IMPACT - a career development programme for everyone at the أغر؟´«أ½,
including clear goals, training ideas, feedback and appraisals;
*
Childcare vouchers آ– to help staff meet the costs of childcare;
*
Flexible working for everyone - applying the principle of recent
legislation aimed at parents with children under six, where possible,
to all staff;
*
Buy and sell holidays - a big issue for most people wanting a better
work life balance was flexibility with leave. Soon, staff will be
able to buy extra days' holiday, sell unwanted days or store them
up over time to take a paid sabbatical;
*
Great Spaces آ– the أغر؟´«أ½ is in the middle of the biggest rebuilding
project ever, 15 new buildings over five years, plus major refurbishments,
improving conditions for staff, visitors and audiences across the
country;
*
Audience Advocates آ– pilot a scheme where research specialists
are embedded within production teams to help them get under the
skin of audiences and create inspirational content. A recent pilot
in the Factual and Learning division helped them win the largest
ever number of commissions from أغر؟´«أ½ Television;
*
Creativity Training آ– masterclasses, workshops and events bringing
people together from different areas, such as News and Entertainment,
to generate ideas and collaborations آ– such as أغر؟´«أ½ THREE's
Celebdaq or the recent Hitting أغر؟´«أ½ series of programmes;
*
Annual Values Awards آ– an annual internal awards ceremony to
celebrate achievements that exemplify the أغر؟´«أ½ Values.
Notes
to Editors
*
Making it Happen, a major internal change initiative, was launched
by Greg Dyke in February 2002, as the second phase of the One أغر؟´«أ½
project, launched in January 2000, which has already changed the
structure of the أغر؟´«أ½ and cut overheads from 24% of income to 14%,
to enable more money to be invested in to programmes
*
More than 10,000 أغر؟´«أ½ staff have been involved in Making it Happen
so far. This blueprint has emerged from their contributions and
the work of five themed groups:
- Working
as one أغر؟´«أ½, promoting collaboration
- Providing
great leadership
- Making
the أغر؟´«أ½ a great place to work
- Getting
closer to our audiences
- Inspiring
creativity everywhere
*
The Values that emerged from the One أغر؟´«أ½ group were published last
January, the first time the أغر؟´«أ½ had ever articulated one clear set
of values in its history. They are:
- Trust
is the foundation of the أغر؟´«أ½: we are independent, impartial and
honest
- Audiences
are at the heart of everything we do
- We
take pride in delivering quality and value for money
- Creativity
is the lifeblood of our organisation
- We
respect each other and celebrate our diversity
- We
are one أغر؟´«أ½: great things happen when we work together
*
The أغر؟´«أ½'s total budget for Training and Development is over آ£40
million and will include the Ashridge programme as part of the overall
spend.
Notes
to Editors
One
أغر؟´«أ½ - Making It Happen. Address to staff by أغر؟´«أ½ Director-General
Greg Dyke (07.02.02)
Making
it Happen and أغر؟´«أ½ THREE update - studio session for أغر؟´«أ½ staff given
by أغر؟´«أ½ Director-General Greg Dyke (17.9.02)
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