Civil Service HR Building the Civil Service HR Talent Pipeline

Civil Service HR Building the Talent Pipeline Content 1.Our Vision 2.Scope 3.HR Talent Management Principles 4.HR Talent Management Responsibilities 5.The CS HR Senior Talent Forum 6.The Development Offer 7.Time Line 8.Talent Review Success Criteria

Civil Service HR Building the Talent Pipeline Our Vision… To build a strong, vibrant HR Community, that has a well-deserved reputation for performance and for professional development, and that attracts people with talent and ambition. We will be: business focused, delivering the business plan for our customers smaller, professional and more flexible In demand - “the best HR function in Britain” Innovative, enabling change self sufficient – with succession plans and an internal talent pipeline in place for senior and key HR roles We will work with our customers to ensure: they have the skills they need to deliver strong organisational performance

Civil Service HR Building the Talent Pipeline Scope HR Professionals and those committed to a career in Civil Service HR The Centre will focus on –talent management and leadership development for HR PB2s across government –Leadership and skills development for PB1s in boxes 1-4 of the potential/performance talent grid –Leadership and skills development for G7/G6s in boxes 1-3 HR Directors will be responsible for talent management within their own organisation and the development of talented individuals for the benefit of the Civil Service HR Function

Civil Service HR Building the Talent Pipeline HR Talent Management Principles Attract By 2012 we will fill an increasing number of critical HR roles with internally developed talent When we recruit into G7 and above, we will join up across the Civil Service through a strategic resourcing plan and ensure we identify talent together, rather than solely recruit for individual roles We will continue to bring in external talent to bring new ideas and experiences and to benchmark internal talent; to address “short supply” capability areas, to refresh the profession; and to increase supply at entry level We will continue to provide talent development programmes for graduates who have the potential to become HR future leaders Identify Potential is not just about those who can reach the very top. We will recognise expert talent in “short supply” HR capability areas as well as current and future HR leadership talent. We will use and adapt the systems and processes from the HR Talent Reviews and align with departmental and Cabinet Office systems such as those for succession planning and talent Civil Service HR Operations, Departments, and HR directors will work together to assess HR talent The process will be transparent with line managers holding open and honest conversations with individuals at all levels of the organisation Develop We will actively manage people within the HR talent pipeline as a partnership between the individual, the department, and Civil Service HR. Action will be on a prioritised basis and self-management of career will still apply with opportunities for development An increasing number of critical HR roles will be filled by internally grown talent, and we will prepare and position our internal people to be the best candidates on merit. Deploy In determining assignments we will focus on our most talented people to stretch them, and actively encourage individuals to work across government. Together, Civil Service HR Operations and HR Directors will more actively manage, develop and broker moves for those who are in the talent pipeline HR talent “belongs” to Civil Service HR rather than individual managers or departments We will recruit using the Civil Service HR Professional Standards, the Professional Skills for Government Core Skills, and the Leadership Framework

Civil Service HR Building the Talent Pipeline The Individual’s Responsibility Pushes self to develop and grow Finds opportunities to learn and knows and manages own limitations Is ambitious to advance and develop own career; is career focussed and is comfortable with the life choices this may involve Is aware of own strengths and weaknesses, is aware of knowledge gaps, and is prepared to ask questions and listen Looks for opportunities to develop; thrives on challenges even if they are outside comfort zones Learns how to best deploy strengths and manage weaknesses Is receptive to new ideas and feedback; has the courage to try something different and adapt style and approach if that doesn’t work Acts on insights gained and has an outward focus, rather than concentrating on lengthy self- focussed introspection Proactively take up opportunities to develop performance, knowledge, skills and experience in line with career goals Sets self ambitious targets for growth and development, aspires to more senior positions Knows how to make the most effective use of the available support and learning opportunities, also seeks out mentors and champions that can help Identifies and helps develop potential successors to own post before moving on

Civil Service HR Building the Talent Pipeline The Civil Service HR Senior Talent Forum Leading the Talent Agenda Head of Government HR Operations – Chris Last HR Directors General from –HM Revenue and Customs – Mike Falvey –Home Office – Kevin White –Ministry of Defence – Susan Scholefield –Welsh Assembly Government – Bernard Galton Cabinet Office Director of Corporate Leadership and Talent – Helen Dudley Supported by DD and G7/G6 Talent Management and leadership development Sponsor– Siobhan Sheridan HRDs across government Purpose To develop and prioritise actions for our most talented people To have oversight of the critical HRSCS roles and agree a resourcing approach for any critical HRSCS role vacancies To have control over HRSCS appointments in all departments across government To succession plan for the critical HRSCS roles To partner with individuals and departments to manage moves where appropriate. To partner with individuals and departments to develop people in the HR talent pipeline and prepare them for future roles

Civil Service HR Building the Talent Pipeline The Development Offer PB2 –Paired with DG/Development Manager –Managed development moves –Stretch assignments –CIPD Leaders Programme –CIPD Diagnostic Tool –Networking/HR Governance Groups PB1 –Assessment/Development Centre –Targeted development to those individuals placed in top 4 boxes of Talent Grid –Paired with HR Director –Stretch assignments –Managed development moves –CIPD Diagnostic Tool –Networking/HR Governance Groups G7/G6 –Assessment/Development Centre –Targeted development for those individuals identified as having potential to reach SCS –Paired with HRD mentor/HRSCS job shadowing –Stretch assignments –Cross-government Projects –CIPD Diagnostic Tool Below G7 –The HR Professional Development Framework will provide guidance on roles, career pathways and development to those people working in, or interested in working in Civil Service HR –Departments to manage secondment opportunities/stretch assignments –CIPD Diagnostic Tool HR Fastream –Assessment Centre –Targeted development –Stretch assignments –Managed moves/cross departmental experience –Paired with high potential G7/G6s/ HRSCS job shadowing –Networking

Civil Service HR Building the Talent Pipeline Timeline August September October HR STF 14/10 November December July June May HR STF 16/6 HR STF 15/9 HR STF 24/11 HR STF 15/12 HR STF 24/5 Ongoing solutions development Further data gathering and analysis Benefits and costing development Stakeholder engagement Succession planning/Recruitment/ Development discussed at STF meetings CS HR contacts dept for data re talent pipeline/SCS profiles/Talent Grid information; Database updated HRD/DD Talent Reviews – Moderation meetings HR STF 14/7 HRD/DD Talent Reviews – Moderation meetings CS HR contacts dept for data re talent pipeline/SCS profiles/Talent Grid information; Database updated Analysis reporting covering supply/demand 2 weeks before each STF: Monthly CS HR requests for data re roles/moves/vacancies; Database updated as appropriate

Civil Service HR Building the Talent Pipeline Talent Review Success Criteria We will: Have a clear view of our talent pipeline and assurance that appropriate action is being taken to capitalise on it Ensure that we are moderating our assessments of talent cross government in a way that drives a common standard of excellence in departments and expert services Provide an assessment process to ratify those talent assessments in the higher boxes once they have been made Ensure individuals are clear about our perspective on their potential Be known for effective development of talent in a manner that contributes positively toward the employer brand of Civil Service HR Be a role model of effective practice for other professions