HPDS Background 2004 HPDS launched Cohorts 1-4 summary

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1 HPDS Background, Selection Process and Current Programme Nicky Burton Head of Corporate Leadership Development David Wright Programme Director National School of Government January 2010

2 HPDS Background 2004 HPDS launched improve pathway to being a PS improve quality of top leaders create talent pipeline of future leaders support transformation of Civil Service no quick route or guarantee of promotion Cohorts 1-4 summary C recruited 18 F 33 M 3 year programme C recruited 24 F 19 M C recruited 12 F 23 M C recruited 11 F 22 M 2 year programme 20k budget pp held departmentally 2

3 Participant feedback C1-3 and fresh focus Consistently valued Opportunity to contribute corporately Peer networking Access to PSs and DGs How can we build on these unique aspects of HPDS? Realisation that it is our responsibility and opportunity to be the leaders who create the future civil service How can we nurture this energy to transform the Civil Service? Disappointments High personal impact Insufficient stretch / stimulus Fragmented commitment and follow through Lack of coherence and vision Life changing - self belief Leadership style Career decisions and opportunities Where is the energy and responsibility to take action? How can we ensure personal change translates into improved leadership quality and delivery of results? 3

4 The SCS talent pipeline ¹ About 3% of all Directors and Deputy Directors are promoted each year Grade 6/7 29,000 26% filled by external recruits Leavers Deputy Director 3,031 31% filled by external recruits Leavers Director % filled by external recruits (74%) 2 (69%) (61%) Leavers Director General % filled by external recruits 1 3 (75%) Perm Sec 35 6 Leavers Tomorrow s leaders Today s leaders 1 Average annual stocks and flows, 2003 to As a Percentage of all promotions and new entrants into the Payband i.e. 74% of new entrants and promotions to Deputy Director were Internal promotions and 26% were external recruits. 36 cohort 1 and 2 members promoted from Deputy Director to Director 19 HPDS members were promoted to Director General (2004 to 2008). 4

5 Selection process overview Step 1 Attraction Communication of new competition inviting departmental nominations Intranet + written communication to Permanent Secretaries and HR Directors + briefing workshops for HR Step 2 Assessment portfolio of evidence provided to assessor Departmental and self assessments using HPDS competency framework Candidate CV Psychologist s report based on OPQ feedback session Step 3 Cabinet Office assessment competency based interview Panel interview with PS, DG from neutral department + panel secretary Presentation exercise built into interview Moderation with all panel secretaries and HPDS Programme Director to ensure consistency and diversity Moderation panel proposes participant list to Senior Leadership Committee Step 4 Sign off and launch Recommendations signed of by SLC Launch event 5

6 Competency Framework Competency framework 9 leadership competencies Derived from DG Assessment Framework and SCS competencies Emphasis on meta competencies of self awareness, willingness to learn, grow and change and capability to develop others Inspire with vision Take tough decisions Seize opportunities Focus on impact Engage stakeholders Challenge & improve Get the best from everyone Grow from experience Cultivate innovation 6

7 Selection Process Core characteristics Process and timeline defined and managed by Cabinet Office Clear leadership competency profile Departmental nominations against competency profile Departmental and self assessments against competency profile Per head selection fee Selection panel Permanent Secretary chairs panel Director General Panel secretary / facilitator Selection panel briefing sessions Competency based interviews Moderation process led by Cabinet Office Sign off of recommended candidates by Senior Leadership Committee Launch and welcome event Evolving characteristics Reduction of per head costs and overall length of process More focused use of psychological expertise to provide feedback to applicants and reports to inform quality of panel interviews Involvement of talented HR people as panel facilitators rather than psychologists From self report questionnaires to norm based questionnaires Increased emphasis in interviews on Meta competencies Strengths as well as weaknesses 7

8 HPDS Statistics Cohort 1 Applications / scheme places 109/ 50 Recruited 51 DG promotions 14 Gender 18W / 33M Approximately 2:1 applications to places offered consistently across all cohorts Cohort 2 Cohort 3 88/ 40 63/ (+4 acting) 24W / 19M 12W / 23M Aim is to ensure as diverse a population as possible; gender balance at least representative of the general population at director level Cohort 4 58/ W / 22M Promotions data aligned with original aims of Scheme All cohorts (+4 acting) 65W / 98M Selection process cost reduced from 1500 per head C1 and 3 months to 800 per head C4 and 2 months 8

9 Analysis shows that HPDS members were more likely to be promoted than Senior Civil Servants that had not been on the scheme Effects on promotion prospects Marginal Effect 15% 10% 5% 0% -5% -10% hpds performance tranche payband 1A time in payband time in payband ^2 age payband 2 part time Regression analysis used to isolate the contributions to promotion prospects of a number of factors The key findings were : HPDS members (cohorts 1 & 2) were approximately 15 percentage points more likely than non-member to be promoted between 2004 and The finding controls for performance tranche differences and other factors that had an influence on promotion prospects. 9

10 Key findings from selection process review 2009 Strengths Opportunities for improvement Assessor and candidates positive perceptions, a relevant and valid process Administration and candidate / department / CO liaison successful within a tight timeline Attraction good range of communication routes prompting application Personality questionnaire and psychologist report considered effective input Presentation exercise considered a valuable assessment component Clearer prioritisation of potential over experience and achievements and extent to which diversity is a primary objective of HPDS Possibility of briefings directly to potential candidates and consideration of extended timescales Simplified competency profile Stronger linkage with 9 box grid as a cross check Communication of HPDS as one of several development routes 10

11 Contact details Nicky Burton Head of Corporate Leadership Development Cabinet Office David Wright Programme Director, National School of Government + 44 (0)