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Civil Service HR

Civil Service HR. Building the Civil Service HR Talent Pipeline. Content. Our Vision Scope HR Talent Management Principles HR Talent Management Responsibilities The CS HR Senior Talent Forum The Development Offer Time Line Talent Review Success Criteria. Our Vision….

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Civil Service HR

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  1. Civil Service HR Building the Civil Service HR Talent Pipeline

  2. Content • Our Vision • Scope • HR Talent Management Principles • HR Talent Management Responsibilities • The CS HR Senior Talent Forum • The Development Offer • Time Line • Talent Review Success Criteria

  3. 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

  4. 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

  5. HR Talent Management Principles

  6. The Individual’s Responsibility Finds opportunities to learn and knows and manages own limitations 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 postbefore moving on Is ambitious to advance and develop own career; is career focussed and is comfortable with the life choices this may involve Acts on insights gained and has an outward focus, rather than concentrating on lengthy self-focussed introspection Pushes self to develop and grow Is aware of own strengths and weaknesses, is aware of knowledge gaps, and is prepared to ask questions and listen Is receptive to new ideas and feedback; has the courage to try something different and adapt style and approach if that doesn’t work Looks for opportunities to develop; thrives on challenges even if they are outside comfort zones Learns how to best deploy strengths and manage weaknesses Proactively take up opportunities to develop performance, knowledge, skills and experience in line with career goals

  7. 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

  8. The Development Offer • 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 • 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

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

  10. 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

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