Cultural Diagnostic

The Global Health Partnerships Directorate has been through considerable change over the last 18 to 24 months, including the conclusion of two different staff consultations. We believe we have now achieved the delivery of a steady balanced structure, underpinned by a robust strategy, leadership framework, governance processes and delivery plans. The team's resilience during a prolonged state of uncertainty (covid, ODA funding cuts and consultations) has been outstanding and now we believe it is time to invest in the directorate and our people as a whole. We have already started this work with away days, best place to work groups etc and seen the positive effect on morale and wellbeing. We feel it is now time to build on this with our people to make DGHP one of the best places to work. As a result we as an Senior Leadership Team intend to invest in the development of a climate and cultural improvement approach and plan for the directorate, feeding directly into the strategic best place to work agenda across HEE. Our team is a strong, mixed and relatively diverse team, with very different skill sets and experiences depending on which function of the directorate you sit within. All of which are of equal importance and value to us in delivering against our 3 strategic priorities as set out in HEE's 3 Year Global Health Strategy. There is however a need to better align our style of working with that set out by Navina as our CEO, by strengthening and clearly demonstrating 'the need for a people-centred approach, thus ensuring we are putting people first and being the best possible version of ourselves'. To this end SLT plan to commission a cultural diagnostic to measure the climate of the directorate to support our understanding of areas for cultural improvement and improved joint working across the different areas of the directorate. Measuring climate helps to understand and improve both leadership effectiveness and team performance. This measurement will identify any gaps in perception between the leaders and team members, highlighting potential areas of conflict, disconnect, misalignment or miscommunication. An understanding of this can then lead to increased performance for individuals and team leads, as well as for the directorate as a whole. Some of this work has already started, for example the management team in Global Workforce, Research & Education and GLO are doing Myers Briggs profiling and working together to share results in team and across the directorate to improve understanding of each other and communication. The intention is that this impartial, evidence and feeling based diagnostic will provide the platform and intelligence to allow us to design and implement the relevant cultural improvement strategies and approaches across the directorate.

Further information and the tender documents can be downloaded from the link below:

https://health-family.force.com/s/Welcome