Highways England People Strategy

Size: px
Start display at page:

Download "Highways England People Strategy"

Transcription

1 Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all individuals and teams taking accountability for their delivery and their personal responsibilities as individuals, teams and managers of people. We expect all employees to take accountability for decisions and leaders to empower their teams. High Performance Organisation : We will support the development of our people, relevant to their role and professional aspirations, using structured career paths to enable them to manage their own journey. We will hire talented individuals to drive growth and innovation at pace and build internal capability through blended learning programmes. We will develop our people to provide the inspiration, coaching and recognition needed. We aim to release the potential of our people to drive the business forward through developing their capability. Deliver a high performance organisation through enhanced capability, accountability and improved customer service via an engaged, modernised and innovative workforce. 3. Customer Focused Delivery We will organise ourselves to create a modern working environment that puts our people and our customers at the heart of the business. We will support our employees to build stronger relationships, respecting and prioritising our internal customers alongside our external customers. We will go the extra mile to help one another. 4. Rewarded for Performance We will recognise, reward, and retain high performing individuals who deliver excellent service to our customers and demonstrate the company values and behaviours through a robust performance management framework, including a financial / non financial rewards offering and recognition programme. 1

2 Executive Summary People Strategy In order to achieve the objectives of the Roads Investment Strategy, Highways England will need to accelerate the delivery of schemes, grow and up skill in terms of delivery and deliver under increased scrutiny. It will require high performance across the company to meet the increased volume of business and it will need to put in place new ways of working to deliver this agenda. Our people need to be more productive - not by making them work longer, but by building their skills and knowledge so they can achieve the same result in less time enabling them to manage more investment. Our people will play a key role in delivering the additional capacity and increased performance requirements set out in the RIS. Our ability to perform well, innovate and continuously improve relies on them. To that end, the People Strategy takes the Strategic Business Plan and the aspirations of Highways England to be high performing and provides the direction for our people based activities over the 5 year period. By doing so it makes clear the implications of the people strategy for Leaders, Employees and the HR function. The People Strategy consists of four strategic pillars, which are Accountable Leadership, Capable Employees, Customer Focused Delivery and Rewarded for performance. This plan will be phased over the 5 years and will require commitment from the business at all levels to change and transform the way we work with our people, in terms of resources and visible leadership of the change. This programme will be supported and facilitated by the HR team. The immediate commitment is to those activities which support the successful transition of the Highways Agency to Highways England. These focus on getting the fundamental basics in place to enable Highways England to operate e.g. Reward and Pay, Recruitment, setup our own HR services and to launch Values and Behaviours that will deliver the culture shift, transformation and growth required. Key activities are already in progress with an integrated HR Change plan. 2

3 Accountable Leadership

4 Accountable Leadership We require positive, proactive and engaging leadership to be demonstrated at all levels of our organisation, through all individuals and teams taking accountability for their delivery and their personal responsibilities as individuals, teams and managers of people. We expect all employees to take accountability for decisions and leaders to empower their teams. Commitments We will: 1. Shape strategic direction Develop leaders who can shape and articulate the strategic direction and enable delivery from the organisation, empowering, inspiring and holding each other and the organisation to account, in line with our values and behaviours. Leadership will support a whole company approach - overtly cutting across team or directorate boundaries to drive the business forward. 2. Communication and engagement Foster a culture where we are not only accountable to our external stakeholders and customers but to our employees through two-way communication and engagement to build trust and commitment. 3. Role Models Reward and recognise individuals who role model the values and behaviours of the organisation and take ownership for supporting and developing the people they work with. 4. Culture Value the strength of a diverse and inclusive organisation. Embed and demonstrate our values and behaviours to foster a culture of accountability. 4

5 Accountable Leadership As a Leader I will : As an Employee I will : 5 Shape strategic direction 1. Understand and articulate the vision and strategic narrative for the company and their department. 2. Actively provide direction and manage ambiguity through engagement, empathy and communication. 3. Ensure that the work they are doing in their departments and team is in line with the Strategic Business Plan. 4. Challenge the way we think as an organisation and drive collaborative and integrated working towards shared goals and long-term strategic objectives. 5. Support a whole company approach - overtly cutting across team or directorate boundaries to drive the business forward. 6. Empower and encourage innovative behaviours and action across all levels pushing down decision making except where reserved under clear management processes. 7. Define clear decision making, KPIs and management processes to drive performance and the success of individuals, teams and the business. Communication and engagement 1. Engage in regular two-way communications, regarding the Strategic Business Plan and our progress with all stakeholders proactively seeking input and feedback. 2. Inspire and motivate their employees through effective relationships of mutual trust and respect. 3. Work in partnership with Unions to create a positive Employee Relations climate acknowledging their contribution as a stakeholder. Role models 1. Ensure basic working needs are met in a proactive and timely manner. 2. Visibly role model our values and behaviours, acting as an advocate for our new ways of working, and demonstrate integrity in all decisions. 3. Demonstrate situational leadership in managing their team, recognising individual development needs and adapting their style. Proactively seek and act on feedback. 4. Be aware of their personal style and impact and be able to flex this to the needs of the team and the situation. 5. Provide help and encouragement to ensure staff have the skills and experience they need to fulfil their potential. Culture 1. Seek to grow diversity and inclusivity into their teams through recruitment and developing talent. 2. Actively listen to each other and be fully supportive of change. Be open and courageous to challenge the status quo to improve our organisation. Shape strategic direction 1. Understand and be able to articulate the vision and direction for the company and their department. 2. Have clear objectives that directly link to the Strategic Business Plan, and can explain how their job contributes to the achievement of the company vision. Communication and engagement 1. Take responsibility for engaging and communicating across the business, and for proactively giving and receiving feedback on performance. 2. Be open to and respect different viewpoints. 3. Effectively communicate the message to the right people at the right time, in the right way. Role models 1. Bring our company values and behaviours to life through how I deliver my work and interact with colleagues and stakeholders. Culture 1. Be open and courageous to constructively challenge the status quo to improve our organisation. 2. Actively listen to each other and be fully supportive of change. 3. Respect diversity and work with inclusivity.

6 Capable Employees

7 Capable Employees We will support and invest in the development of our people, relevant to their role and professional aspirations, using structured career paths to enable them to manage their own journey. We will hire talented individuals to drive growth and innovation at pace and build internal capability through blended learning programmes. We will develop our people who can inspire, recognise and coach potential. We aim to release and channel the potential of our people to drive the business forward by developing their individual capability. Commitments We will: 1. Career Paths Develop structured career paths to enable employees to manage their own development journey, and create a talent management approach in line with our organisation s journey. We will manage our internal talent holistically across the organisation to develop our talent pipeline, recognising the need for differentiated career paths and professional development opportunities that meet our future requirements, and have multi-generational appeal. 2. Recruitment Recruit and develop our employees based on merit and professional capability to ensure our ability to deliver and innovate against the businesses plans and reflect the diversity of our stakeholders. Roles will be designed to attract and retain new capabilities recognising the need to feed the talent pipeline at all levels of our organisation. 3. Nurturing talent at all levels Implement a smart talent management approach which supports development for all employees, including high performers and high potentials at all levels of the organisation. We will support individuals to take ownership of their own career development within a recognised profession through a blended learning approach. 4. Skills and Behaviours Enable our people to develop skillsets which underpin identified business needs, and continuously improve in their roles. We will identify the required business capabilities and develop the delivery skills needed for our future organisation. 7

8 Capable Employees Career Paths 1. Facilitate the movement of talent at the right point in the employee s career where there is an appropriate available role which matches their aspiring skillset and a recognised professional career path. 2. Recognise and facilitate smart job moves to grow talent and match professional aspiration through effective workforce planning and succession planning. 3. Base attraction on merit and capability, in line with business requirements. 4. Manage expectations around career development and the career paths available. Recruitment 1. Actively challenge bias in the workplace, and promote fair and proper management of attraction, succession, development and retention discussions to ensure colleagues are treated fairly based on their individual merits. 2. Take responsibility and ownership for making good quality hiring decisions, ensuring the recruitment and selection processes are fair, timely, transparent and meets the current and future needs of our organisation. 3. Set the standard for good quality hiring decisions. Nurturing talent at all levels 1. Ensure talent is recognised and nurtured at all levels of our organisation, across all departments and in all professions. 2. Actively identify, develop and deploy their teams based on merit and professional capability taking a holistic view across the organisation. 3. Enable employee development within a recognised professional career path. Skills and behaviours As a Leader I will : As an Employee I will : 1. Enable our people to improve and develop new skills and behaviours through on the job learning, coaching, mentoring and participation in blended learning. 2. Support a 70% on-the-job / 20% coaching / 10% formal training approach to learning recognising their role in developing through on-the-job coaching. 3. Recognise professional qualifications, skills and behaviours which enable the development of both generalist and specialist skillsets. Career Paths 1. Take ownership for identifying aspirational career paths in partnership with the organisation. 2. Actively pursue opportunities to develop personally within a recognised professional career path. 3. Look for opportunities which motivate and inspire me and proactively communicate this to the business, recognising the value I bring to the ongoing needs of the business. 4. Be-self aware around my capabilities and recognise the need to balance my aspirations against the needs of business. Recruitment 1. Act as an ambassador for the organisation. Nurturing talent at all levels 1. Take ownership for my own personal learning plan and for supporting my colleagues to develop. Skills and behaviours 1. Actively participate in the learning, development and implementation of new skills and knowledge appropriate to my job and level within the organisation. 2. Actively seek opportunities for self development and increasing self awareness. 8

9 Customer Focused delivery

10 Customer Focused Delivery We will organise ourselves to create a modern working environment that puts our people and our customers at the heart of the business. We will support our employees to build stronger relationships, respecting and prioritising the needs of our internal customers alongside our external customers. We will go the extra mile to help one another. Commitments We will: 1. Customer is at the heart of our work Ensure that our people can articulate how and why their job benefits their customers, supporting each employee to deliver excellent customer service, utilising customer insight to create a customer orientated culture. 2. Building stronger relationships Treat our internal and external customers with the right priority and respect, building productive relationships which build bridges and enable all employees to understand their stakeholders priorities and objectives. We use our relationships to gain insight to anticipate, shape and serve our customers need. 3. Getting the basics right Develop a supportive and inclusive working environment where employees are equipped to succeed in our business through the provision of quality people services, technology and a collaborative working environment which supports their wellbeing, and clarity around their interfaces and accountabilities. 4. Different ways of working Modernise the workforce and working environment through collaborative and agile working practices and technologies which enable the company to intelligently deploy resources flexibly, minimising duplication, whilst driving innovation and customer service. 10

11 Customer Focused Delivery As a Leader I will : As an Employee I will : Customer is at the heart of our work 1. Be aware of and put customer needs first, understanding the link between customer satisfaction and business performance. 2. Recognise leading practice and service excellence in individuals or teams, and where appropriate share learning to improve our ways of working across the organisation. 3. Think about the impact on the customer in everything we do. 4. Use customer feedback, frontline insight and market intelligence to shape and drive change in the way people work and deliver within our business. 5. Articulate how the team, the individual and any organisational decisions, actions and changes serve our customers. Building stronger relationships 1. Think cross-functionally and collaborate with all stakeholders. 2. Treat and respect internal customers in the same way we treat our external customers. 3. Take the initiative to identify and develop non traditional relationships. Getting the basics right 1. Take responsibility for the fundamentals of people management, e.g. employee wellbeing, pay, absence management, rosters, and meetings. 2. Be knowledgeable about and use company policies, processes and procedures to support and manage their teams. Different ways of working 1. Work in open, transparent and highly collaborative ways, joining together across the organisation to deliver customer focused services. 2. Support their teams and the wider workforce to enjoy and make use of flexible and agile ways of working, e.g. mobile technology and virtual conferencing. 3. Reward delivery which supports the customer and our organisational values and behaviours. Customer is at the heart of our work 1. Understand my job in context of the wider customer value chain so that I can articulate how I serve the customer. 2. Rapidly adopt leading practice to improve our ways of working across the organisation to best serve our customers. 3. Use customer feedback to shape and drive change. Building stronger relationships 1. Think cross-functionally and collaborate with all stakeholders. 2. Use customer insight to deliver a service that continuously improves our customers experience. 3. Treat and respect internal customers in the same way we treat our external customers. Getting the basics right 1. Take responsibility for accurate and timely completion of their people management responsibilities, e.g. leave requests/ personal data changes. 2. Comply with the policies, processes and procedures of the company. 3. Act towards the customer in a manner they would wish to be treated as a customer. Different ways of working 1. Actively embrace change that drives improvement, and actively challenge activity that does not serve our customers. 2. Embrace modern working practices. 11

12 Rewarded for Performance

13 Rewarded for performance We will recognise, reward, and retain high performing individuals who deliver excellent service to our customers and demonstrate the company values and behaviours through a robust performance management framework, including a financial / non financial rewards offering and recognition programme. Commitments We will: 1. Salaries grades and structure Implement a modern pay and benefits strategy that supports attraction and retention of employees through a competitive public sector benchmarked total rewards package aligned to the market median. Create a flexible and business aligned grading structure, informed by job-evaluation, to enable smart, fair and transparent talent management. 2. Performance Management Link performance to personal and team objectives and the overall business plan. Performance will be fairly and robustly managed to encourage employees to realise their potential, drive customer service in line with the company values and behaviours. Employees will be measured against the high performance standard. Poor performance is not tolerated. 3. Attraction and retention Define and articulate our Employee Value Proposition (EVP) which is compelling, modern and successfully enables the attraction and retention of a highly skilled and diverse workforce at all levels of the organisation. 4. Recognition Recognise performance excellence and innovation in line with our values in a timely manner to encourage positive behaviours and advocate new ways of working within a diverse and inclusive workforce. 13

14 Rewarded for performance Salaries, Grades and Structures 1. Act as an advocate for our new grading structure within the organisation. 2. Utilise new pay systems and structures to drive appropriate behaviours. 3. Reward delivery that is delivered in line with our values. 4. Recognise job satisfaction as a key part of employee reward and retention. Performance Management 1. Provide clarity around role responsibilities, and performance expectations in line with the Strategic Business Plan. 2. Provide timely feedback which supports individual development and provides a realistic assessment of individual and team performance. 3. Appraise employees based not only on their delivery achievements but also upon whether the means of delivery upheld our company values and behaviours. 4. Identify poor performance, address the situation promptly and take action. 5. Have regular performance based conversations. Attraction and retention 1. Be able to articulate how the reward structure is used to motivate potential candidates and existing employees. 2. Recognise that leadership and management is one of the most important factors to employee retention and attraction and act accordingly. 3. Support flexible working practices. 4. Understand the need for, and act as company ambassadors. Recognition 1. Seek out opportunities to recognise excellent performance in employees who drive the business agenda forward, including innovation and the adoption of new ways of working. 2. Recognise professionalism in career progression. As a Leader I will : As an Employee I will : Salaries, Grades and Structures 1. Understand the new grading structure and my role within the organisation. 2. Understand that managerial and specialist skills sets are valued and rewarded by the organisation, and that these are different but comparable. 3. Recognise and be motivated by the available career paths which support the development of my professional capabilities including specialisms or unique skillsets. Performance Management 1. Receive and act upon timely feedback which provides a realistic assessment of my performance and supports my development 2. Appreciate that top performance can not be achieved without demonstrating our values and behaviours in how the delivery was achieved. 3. Understand poor performance will be identified and addressed promptly. Employees will be supported to address concerns, however underperformance will not be tolerated or rewarded. Attraction and retention 1. Feel motivated and proud to work for Highways England, and be able to articulate the benefits of working for the company both in financial and non financial terms, e.g. flexible working. 2. Act as a company ambassador. Recognition 1. Be recognised for my effort and going the extra mile to serve customers, including through innovation and adoption of new ways of working. 14

OUR PEOPLE STRATEGY

OUR PEOPLE STRATEGY OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body

More information

PEOPLE STRATEGY

PEOPLE STRATEGY PEOPLE STRATEGY 2016 2020 INTRODUCTION We delight in creating, sharing and applying knowledge to make a difference to individuals and society. This People Strategy builds on the vision and values described

More information

It s the Keele difference.

It s the Keele difference. PEOPLE STRATEGY 2016-2020 It s the Keele difference. 2 Introduction 5 Strategic Aims 6 Aims and Objectives 8 Making the Strategy a Reality 14 Operations Plan 15 People Strategy 2016-20 3 STRATEGIC VISION

More information

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to

More information

CGMA Competency Framework

CGMA Competency Framework CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes

More information

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2007-2012 1. Introduction 1.1 QMU will deliver its Institutional Strategy through the efforts, skills and capabilities that our people contribute to the organisation. In order

More information

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN

HUMAN RESOURCES STRATEGY HUMAN RESOURCES STRATEGIC PLAN HUMAN RESOURCES STRATEGIC PLAN 2015 2020 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for 2020. The university has chosen a high quality research-strong

More information

JOB DESCRIPTION. Executive Director: Growth and Regeneration (Health & Safety Director)

JOB DESCRIPTION. Executive Director: Growth and Regeneration (Health & Safety Director) JOB DESCRIPTION Job title: Executive Director: Growth and Regeneration (Health & Safety Director) Grade: GD1 Managed by: Head of Paid Service Responsible for: Allocated Directors Accountable for: Growth,

More information

CBI SKILLS FRAMEWORK. Interpersonal The ability to interact with others positively and constructively to support completion of work

CBI SKILLS FRAMEWORK. Interpersonal The ability to interact with others positively and constructively to support completion of work CBI SKILLS FRAMEWORK Managing & leading others The ability to manage and lead others collaboratively, inclusively and inspirationally to create a high-performance culture within the CBI Planning & organisation

More information

OFFICIAL. Meeting Scottish Police Authority Board Meeting Date 30 August 2018 Maryhill Burgh Hall, Maryhill

OFFICIAL. Meeting Scottish Police Authority Board Meeting Date 30 August 2018 Maryhill Burgh Hall, Maryhill OFFICIAL Agenda Item 8 Meeting Scottish Police Authority Board Meeting Date 30 August 2018 Location Title of Paper Maryhill Burgh Hall, Maryhill Empowering, Enabling and Developing our People the Police

More information

The Power of People. Our University Our Future Our People

The Power of People. Our University Our Future Our People The Power of People Our University Our Future Our People 2016-2021 The Power of People The Power of People builds on the significant achievements of Talent First, the University s People Strategy 2013-2015,

More information

TALENT FIRST. Delivering the Difference. November 2013

TALENT FIRST. Delivering the Difference. November 2013 TALENT FIRST Delivering the Difference November 2013 12 3 4 5 6 7 An Introduction to Delivering the Difference TALENT FIRST, the University's People Strategy 2013-2015, recognises and is closely aligned

More information

Our purpose, values and competencies

Our purpose, values and competencies Our purpose, values and competencies Last updated October 2013 The work we do and how we behave and carry out our work at The Pensions Regulator are driven by our purpose, values and competency framework.

More information

Respect Innovate Support Excel

Respect Innovate Support Excel SRUC Shared Values The work of every employee at SRUC contributes to the achievement of our strategic outcomes, it is therefore important that we all have a clear understanding of what our role is and

More information

STRATEGIC PLAN CREATING FUTURES

STRATEGIC PLAN CREATING FUTURES STRATEGIC PLAN 2018-2021 CREATING FUTURES communicare.org.au MESSAGE FROM OUR CHIEF EXECUTIVE OFFICER I am pleased to present Communicare s 2018-2021 Strategic Plan. Our vision for the future is built

More information

Head of HR & Organisational Development. Social Work England

Head of HR & Organisational Development. Social Work England Reference number: SWECS11 Head of HR & Organisational Development Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 25 June 2018 Interviews w/c 9 July 2018 1 Contents About

More information

JOB DESCRIPTION. Five direct reports and responsible for 26 members of staff organised in four key functions (see organogram) JOB SUMMARY

JOB DESCRIPTION. Five direct reports and responsible for 26 members of staff organised in four key functions (see organogram) JOB SUMMARY JOB DESCRIPTION POST: GRADE: DEPARTMENT: RESPONSIBLE FOR: RESPONSIBLE TO: Director of Engagement: 6b External Affairs: Engagement Five direct reports and responsible for 26 members of staff organised in

More information

Recruitment pack LEWISHAM HOMES TWITTER LINKEDIN ONLINE PHONE. lewishamhomes.org.uk/ careers. bit.

Recruitment pack LEWISHAM HOMES TWITTER LINKEDIN  ONLINE PHONE. lewishamhomes.org.uk/ careers. bit. Recruitment pack LEWISHAM HOMES PHONE 0800 028 2 028 or 020 8613 4000 ONLINE lewishamhomes.org.uk/ careers EMAIL hr@lewishamhomes.org.uk TWITTER # lewishamhomes LINKEDIN bit.ly/lhlinked RECRUITMENT PACK

More information

Head of Regulatory Policy Social Work England

Head of Regulatory Policy Social Work England Reference number: SWESP10 Head of Regulatory Policy Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 2 July 2018 Interviews w/c 16 July 2018 1 Contents About Social Work

More information

Assistant Director Major Infrastructure Programmes Role Profile

Assistant Director Major Infrastructure Programmes Role Profile Assistant Director Major Infrastructure Programmes Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities

More information

EAST OF ENGLAND AMBULANCE SERIVCE NHS TRUST HUMAN RESOURCES STRATEGY 2011 TO 2016

EAST OF ENGLAND AMBULANCE SERIVCE NHS TRUST HUMAN RESOURCES STRATEGY 2011 TO 2016 1. Introduction EAST OF ENGLAND AMBULANCE SERIVCE NHS TRUST HUMAN RESOURCES STRATEGY 2011 TO 2016 1.1 The Trust vision is to be the recognised leader in emergency, urgent and outof-hospital care in the

More information

Bi-Borough Joint Head of Learning Disability Services

Bi-Borough Joint Head of Learning Disability Services Bi-Borough Joint Head of Learning Disability Services What we value at Westminster We believe that through our leadership and working together we can create the best environment to support growth that

More information

Competency framework wea.org.uk

Competency framework wea.org.uk Competency framework 2018 wea.org.uk Competency Framework 2018 Welcome to the WEA competency framework The WEA competency framework supports our overall goals and sets out how we want people in the WEA

More information

STRATHCLYDE PEOPLE STRATEGY 2020

STRATHCLYDE PEOPLE STRATEGY 2020 STRATHCLYDE PEOPLE STRATEGY 2020 1 INTRODUCTION Strathclyde People 2020 is driven by the knowledge that the engagement, development, and motivation of all University staff is critical to the ongoing success

More information

Operational Executive

Operational Executive Title: Talent Development and Staff Retention Strategy Reference No: 015/HR Owner: Operational Executive Author C Edwards First Issued On: April 2014 Latest Issue Date: February 2016 Operational Date:

More information

DEAF DIRECT: Performance Management Policy: April Performance Management Policy

DEAF DIRECT: Performance Management Policy: April Performance Management Policy Performance Management Policy 1 Contents Introduction Aims of the Performance Management Process Benefits of the Performance Management Process Key Principles of the Process Job Descriptions Planning Performance

More information

Vision Human Resources

Vision Human Resources Vision 2020 Human Resources Welcome from the Director Mission: We will provide high-quality, added value service that will attract and support our people. Imperial College HR will be an exemplar of excellence

More information

Reference number: SWES10. Social Work England. Head of Policy. Sheffield. Information Pack for Applicants. Thursday 18 October, Sheffield

Reference number: SWES10. Social Work England. Head of Policy. Sheffield. Information Pack for Applicants. Thursday 18 October, Sheffield Reference number: SWES10 Social Work England Head of Policy Sheffield Information Pack for Applicants Closing date Interviews Midday 8 th October Thursday 18 October, Sheffield 1 Contents About Social

More information

This document outlines the role of the Department of Finance in helping the University to achieve the aims of its Strategic Plan.

This document outlines the role of the Department of Finance in helping the University to achieve the aims of its Strategic Plan. INTERNAL ONLY Departmental Vision This document outlines the role of the in helping the University to achieve the aims of its Strategic Plan. The University s Mission is to educate ourselves and others

More information

Head of Registration Social Work England

Head of Registration Social Work England Reference number: SWERQA10 Head of Registration Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 2 July 2018 Interviews w/c 16 July 2018 1 Contents About Social Work England...

More information

PEOPLE STRATEGY

PEOPLE STRATEGY PEOPLE STRATEGY 2016 2020 CONTENTS INTRODUCTION 3 Introduction 5 Strategic themes 5 The challenge 6 Our people, leaders and managers 9 High performing, high potential 10 Changing, learning and adapting

More information

AHRI Model of Excellence

AHRI Model of Excellence AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in

More information

Assistant Director Community Operations Role Profile

Assistant Director Community Operations Role Profile Assistant Director Community Operations Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main responsibilities

More information

Progressing Together TCS Pay Gap Report. Progressing Together. The Gender Pay Gap and Tata Consultancy Services

Progressing Together TCS Pay Gap Report. Progressing Together. The Gender Pay Gap and Tata Consultancy Services Progressing Together The Gender Pay Gap and Tata Consultancy Services What s in this report? 3. Supporting women, embracing diversity 4. Understanding the Gender Pay Gap 5. The TCS UK Gender Pay Gap Report

More information

Job Description GB Head Coach

Job Description GB Head Coach Job Description GB Head Coach Responsible to: Responsible for: Office location: Term: Salary: Performance Director GB and England National Coaches The National Badminton Centre, Loughton, Milton Keynes,

More information

Workforce Development Strategy

Workforce Development Strategy Workforce Development Strategy 2018 2021 1 Message from the Chief Executive At Sandwell Children s Trust, we are looking forward to the future with confidence whilst driving an ambitious programme of improvement.

More information

Management of the business outcomes of the Design Centre to aligned to the Australia business plan.

Management of the business outcomes of the Design Centre to aligned to the Australia business plan. Position: General Manager Design Centre Australia Career progression level: 8/9 (TBC) Location Reports to: Australia Managing Director Geography Purpose Development of Geography Design Centre Business

More information

Edge Hill University People Strategy

Edge Hill University People Strategy Edge Hill University People Strategy 2013-2018 In Scientia Opportunitas Edge Hill University People Strategy 2013-2018 Contents 1. Executive Summary Page 3 2. Context Page 4 3. Strategic Priorities Page

More information

Human Resources and Organisational Development: Outcomes

Human Resources and Organisational Development: Outcomes 1 Aston People 2020 - Human Resources Strategy Proactively supporting Aston s 2020 Vision Contents Background Page 4 Vision Page 4 Purpose Pages 4-5 Human Resources and Organisational Development: Outcomes

More information

Committed to Consulting Excellence

Committed to Consulting Excellence www.pwc.co.uk/consulting Committed to Consulting Excellence MCA Annual Declaration February 2017 Consulting Excellence Our annual declaration Our goal is to always be the leading firm in the eyes of our

More information

Head of Education, Continuous Professional Development and Standards. Social Work England

Head of Education, Continuous Professional Development and Standards. Social Work England Reference number: SWESP11 Head of Education, Continuous Professional Development and Standards Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 2 July 2018 Interviews

More information

Getting Things Done Insight and Awareness Working Together Accountability Achieving goals Prioritising & Planning Learning & Change

Getting Things Done Insight and Awareness Working Together Accountability Achieving goals Prioritising & Planning Learning & Change Competency Framework At UP Projects we have a competency-based approach to staff recruitment, performance review and development. The Framework underpins the culture of the organisation and adds to what

More information

CORPORATE STRATEGY vision2025

CORPORATE STRATEGY vision2025 CORPORATE STRATEGY 2013-18 vision2025 Our Mission Northumbria University creates and applies knowledge for the benefit of individuals, communities and the economy. Through excellent research, teaching

More information

...the next chapter in the story of Connacht Rugby.

...the next chapter in the story of Connacht Rugby. CONNACHT RUGBY ...the next chapter in the story of Connacht Rugby. Grassroots to Green Shirts The story of Connacht Rugby is one that dates back to 1885 when six small fledgling clubs met to form the Connacht

More information

CHARACTER ELSEVIER COMPETENCY FRAMEWORK

CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER ELSEVIER COMPETENCY FRAMEWORK CHARACTER: DISPLAYS INTEGRITY AND HONESTY DEFINITION: Leads by example; walks the talk ; models core values; follows through on promises; trusted by others; honest

More information

SUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER

SUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER Business Unit Human Resources Band 2 Work Code HRTEAMMR People Mgr/Ind Contrib PM Direct Expense n/a Generic Role Title Delivery Manager Strategic Sourcing CAPEX n/a Market Role Title Strategic Sourcing

More information

UNIVERSITY OF ABERDEEN EMPLOYEE ENGAGEMENT STRATEGY

UNIVERSITY OF ABERDEEN EMPLOYEE ENGAGEMENT STRATEGY UNIVERSITY OF ABERDEEN 1. STRATEGIC CONTEXT EMPLOYEE ENGAGEMENT STRATEGY 1.1 The University Strategic Plan 2015-2020 focuses on our people (alumni, students and staff) being at the heart of our vision

More information

Fife Cultural Trust PEOPLE STRATEGY Foreword by the Chief Executive. Our Fife Cultural Trust (FCT)

Fife Cultural Trust PEOPLE STRATEGY Foreword by the Chief Executive. Our Fife Cultural Trust (FCT) Fife Cultural Trust PEOPLE STRATEGY 2014-2017 People are FCT s greatest and most important asset. Our job is to ensure that Fife is a culturally vibrant and rewarding place to live, work study and visit.

More information

BUSINESS PLAN Preparing for the Future

BUSINESS PLAN Preparing for the Future Delivering great services locally BUSINESS PLAN 2018-19 Preparing for the Future DRAFT: 21 February 2018 1 FOREWORD It is a great pleasure and privilege to present Publica s first Business Plan in which

More information

Level 1 Frontline Staff

Level 1 Frontline Staff Level 1 Frontline Staff Clearly understands own job requirements and how they link to the roles of others Discusses and agrees on individual objectives in line with team goals Consistently behaves fairly

More information

BUILDING GREATNESS Corporate Plan Our 10-year ambition. The first three years.

BUILDING GREATNESS Corporate Plan Our 10-year ambition. The first three years. Our 10-year ambition. The first three years. Building on our values. Delivering our vision. Building Greatness is a wide range of projects, initiatives and cultural changes that are vital if we are to

More information

Project Manager Business Planning and Improvement. Social Work England

Project Manager Business Planning and Improvement. Social Work England Reference number: SWECS13 Project Manager Business Planning and Improvement Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 25 June 2018 Interviews w/c 9 July 2018 1

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2013-2016 The Vision The South Eastern Health and Social Care Trust will be a leading provider of health and social care services for our patients, clients and carers. We will

More information

Our vision is: New Zealand values the wellbeing of tamariki above all else.

Our vision is: New Zealand values the wellbeing of tamariki above all else. POSITION DESCRIPTION Oranga Tamariki Ministry for Children Title: Group: Reports to: Location: Direct Reports: Budget: Team Leader - Recruitment Corporate Services HR Operations Delivery Manager Wellington

More information

IRM s Professional Standards in Risk Management PART 1 Consultation: Functional Standards

IRM s Professional Standards in Risk Management PART 1 Consultation: Functional Standards IRM s Professional Standards in Risk PART 1 Consultation: Functional Standards Setting standards Building capability Championing learning and development Raising the risk profession s profile Supporting

More information

Perspectives. The Human Capital Framework. Making the Connections That Drive Business Results

Perspectives. The Human Capital Framework. Making the Connections That Drive Business Results Perspectives The Human Capital Framework Making the Connections That Drive Business Results As global business challenges become more complex, so too do human capital decisions. Organizations face increasing

More information

Head of Information Technology and Data Management. Social Work England

Head of Information Technology and Data Management. Social Work England Reference number: SWECS10 Head of Information Technology and Data Management Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 25 June 2018 Interviews w/c 9 July 2018 1

More information

Success Profiles. Civil Service Strengths Dictionary. Success Profile Framework

Success Profiles. Civil Service Strengths Dictionary. Success Profile Framework Success Profiles Success Profile Framework What are Success Profiles? The Success Profile Framework is being introduced to attract and retain people of talent and experience from a range of sectors and

More information

MY WORKFORCE STRATEGY

MY WORKFORCE STRATEGY MY WORKFORCE STRATEGY 2016-2021 OUR PLEDGE TO OUR PATIENTS AND TO OUR WORKFORCE Our Trust is committed to ensuring that patient safety and excellent quality of care is at the heart of everything we do.

More information

Chief Constables Council

Chief Constables Council Chief Constables Council Title: NPCC Equality, Diversity & Human Rights Coordination Committee Update 19 October 2017/Agenda Item: 13 Security classification: Disclosable under FOIA 2000: Author: CC Gareth

More information

CHRISTIAN AID GLOBAL COMPETENCY MODEL

CHRISTIAN AID GLOBAL COMPETENCY MODEL CHRISTIAN AID GLOBAL COMPETENCY MODEL Christian Aid s global competency model describes the main skills and abilities that everyone needs to demonstrate in order to perform effectively in their role at

More information

ASTON STRATEGY to 2023

ASTON STRATEGY to 2023 ASTON STRATEGY 2018 to 2023 CONTENTS Aston University Strategy 02 Vice-Chancellor's introduction 04 Aston in a changing world 05 Mission, vision and values 06 Beneficiary structure 07 08 09 10 12 13 Beneficiary

More information

The 10 Characteristics of Successful Multi Academy Trusts

The 10 Characteristics of Successful Multi Academy Trusts The ten characteristics below establish a definition that categorises the development of each characteristic against four possible stages of maturity. Beginning-this could as the definition suggests, just

More information

CHESHIRE EAST COUNCIL WORKFORCE STRATEGY 2015/18

CHESHIRE EAST COUNCIL WORKFORCE STRATEGY 2015/18 CHESHIRE EAST COUNCIL WORKFORCE STRATEGY 2015/18 Date: 27/04/15 1 Version 2.5 SECTION OVERVIEW FOREWORD - COUNCIL LEADER & CHIEF EXECUTIVE pg 1 METHODOLOGY - HOW WE DEVELOPED THE pg WORKFORCE STRATEGY

More information

SUPPORTING A THRIVING PARLIAMENTARY DEMOCRACY

SUPPORTING A THRIVING PARLIAMENTARY DEMOCRACY Strategy for the House of Commons Service 2016-2021 SUPPORTING A THRIVING PARLIAMENTARY DEMOCRACY WHAT WE WILL DO 1 1) Facilitating effective scrutiny and debate We will work as a team to support the business

More information

JOB DESCRIPTION. Executive Director: Adults, Children and Education

JOB DESCRIPTION. Executive Director: Adults, Children and Education JOB DESCRIPTION Job title: Director: Children and Families Service Level: 2 Grade: D2 Managed by: Executive Director: Adults, Children and Education Responsible for: Allocated Heads of Service Accountable

More information

THE ECB CAPABILITY FRAMEWORK: THE COMPETENCIES

THE ECB CAPABILITY FRAMEWORK: THE COMPETENCIES THE ECB CAPABILITY FRAMEWORK: THE COMPETENCIES Table of Contents Introduction to the ECB competency model... 3 The nine ECB behavioural competencies - definitions... 6 Collaborating and communicating...

More information

THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture

THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing

More information

Human Resources Strategy

Human Resources Strategy Human Resources Strategy 2012-2017 Falmouth University 1 The only vital value an enterprise has is the experience, skills, innovativeness and insights of its people. Leif Edvinsson, Professor of Intellectual

More information

Procurement Business Partner. Service Manager Procurement Business Partnering. Grade: Type of position: Hours per Week: Full Time

Procurement Business Partner. Service Manager Procurement Business Partnering. Grade: Type of position: Hours per Week: Full Time Job Description Job Reference 710014 Job Title Procurement Business Partner Service Commercial Services Team Procurement Business Partnering Location Reports to Shute End Service Manager Procurement Business

More information

COMPETENCY FRAMEWORK

COMPETENCY FRAMEWORK COMPETENCY FRAMEWORK Version Produced by Date 1.0 Claire Salter 15.02.2016 MESSAGE FROM THE BOARD The key to success within any organisation is how we recruit, retain and develop our staff. How each individual

More information

healthalliance Purpose, Vision and Principles

healthalliance Purpose, Vision and Principles Principles Vision Purpose Statement Planning Manager, Procurement healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the

More information

2. Ofqual level 6 descriptors

2. Ofqual level 6 descriptors Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor

More information

LEADERSHIP COMPETENCY FRAMEWORK

LEADERSHIP COMPETENCY FRAMEWORK LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for

More information

Leadership and Management Capability Framework

Leadership and Management Capability Framework Leadership and Management Capability Framework This policy is important to: At VU it is recognised that leadership can be exercised regardless of position, but this Framework particularly applies to those

More information

Northern Devon Healthcare Trust. Organisational Development Plan

Northern Devon Healthcare Trust. Organisational Development Plan Northern Devon Healthcare Trust Organisational Development Plan 2008-2010 1. Introduction and Context The Northern Devon Healthcare Trust is a 170 million public body directly employing over 2,600 staff

More information

The Myton Hospices HR Strategy

The Myton Hospices HR Strategy The Myton Hospices HR Strategy 2017-2020 Introduction This document constitutes the HR Strategy for the period 2017 to 2020. It is essentially a support strategy for Myton s overall Corporate Strategy.

More information

Building strategic HR. Fit for today and fit for the future.

Building strategic HR. Fit for today and fit for the future. Building strategic HR Fit for today and fit for the future. 1 Building strategic HR Strategic HR Given the increasing focus of executives on people and talent, HR has an unprecedented opportunity to position

More information

ROYAL BOROUGH OF KINGSTON UPON THAMES ROLE PROFILE. Post Number: New RELATIONSHIPS

ROYAL BOROUGH OF KINGSTON UPON THAMES ROLE PROFILE. Post Number: New RELATIONSHIPS 1 Department: Housing ROYAL BOROUGH OF KINGSTON UPON THAMS ROL PROFIL Job Title: Housing Client and Performance Manager Post Number: New Indicative Grade: Subject to job evaluation RLATIONSHIPS 1 RSPONSIBL

More information

Workforce Strategy & 2017/18 Implementation Plan

Workforce Strategy & 2017/18 Implementation Plan Workforce Strategy & 2017/18 Implementation Plan We aim to deliver the fastest and most comprehensive improvements in the capacity and capability of the whole GM workforce to improve the health & well

More information

JOB DESCRIPTION. Head of Internal Communications and Engagement

JOB DESCRIPTION. Head of Internal Communications and Engagement JOB DESCRIPTION Job Title: Department: Section: Reports to: Head of Internal Communications and Engagement Strategy and Performance Policy and Communications Director of Policy and Communications Line

More information

Assistant Director Strategic Infrastructure & Planning Role Profile

Assistant Director Strategic Infrastructure & Planning Role Profile Assistant Director Strategic Infrastructure & Planning Role Profile A Role Profile provides key information relating to the current focus and objectives of the role and a brief description of the main

More information

Team Leader Application Services

Team Leader Application Services Principles Vision Purpose Statement Team Leader Application Services healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to

More information

Job Description. Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.

Job Description. Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36. Job Description Job title: Reports to: Head of Resources Chief Executive Officer Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.5 working

More information

City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council

City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council City of Cardiff Council Behavioural Competency Framework Supporting the Values of the Council 1.CM.250 Issue 3 Nov-2014 Process Owner: Organisational Development Team Authorisation: Deborah Morley Page

More information

JOB DESCRIPTION. Director: Homes & Landlord Services. Level: 1. Executive Director: Communities

JOB DESCRIPTION. Director: Homes & Landlord Services. Level: 1. Executive Director: Communities JOB DESCRIPTION Job title: Director: Homes & Landlord Services Level: 1 Grade: D1 Managed by: Executive Director: Communities Responsible for: Allocated Heads of Service Accountable for: Estate Management

More information

Professional Standards Handbook

Professional Standards Handbook Professional Standards Handbook Publisher Published November 2018. 2018 IWFM The Institute of Workplace & Facilities Management. All rights reserved. Permission to reproduce or extract material from this

More information

Workforce Development Strategy _. Workforce Development Strategy

Workforce Development Strategy _. Workforce Development Strategy Workforce Development Strategy 2014-2017 1 CONTENTS Page 1. Introduction 3 2. Our challenges 4 3. Our workforce development priorities 6 4. Our approach 7 Our commitment 7 Where we are now 7 What we need

More information

Quality Improvement Strategy Improvement through empowerment and innovation

Quality Improvement Strategy Improvement through empowerment and innovation Quality Improvement Strategy Improvement through empowerment and innovation 2018 2022 VR.1.1 Corporate Strategy The Quality Improvement Strategy supports the delivery of the Trust s corporate strategy.

More information

Chief Operating Officer (COO) circa 80,0000 per annum

Chief Operating Officer (COO) circa 80,0000 per annum JOB DESCRIPTION Job Title Reporting to: Department/Team Director of People Chief Operating Officer (COO) People Location Unicef House, 30a Great Sutton Street, London, EC1V 0DU 1 Hours Salary Band/Grade

More information

Manage Your Own Resources and Professional Development

Manage Your Own Resources and Professional Development Unit Summary This Unit is about managing your personal resources (particularly knowledge, understanding, skills, experience and time) and your professional development in order to achieve your work objectives

More information

People Strategy. Purpose. Our mission

People Strategy. Purpose. Our mission People Strategy 2016 2021 Purpose The People Strategy has been developed to support the mission and values of the University. The Strategy makes a clear statement about how the University values and treats

More information

ICMI PROFESSIONAL CERTIFICATION

ICMI PROFESSIONAL CERTIFICATION ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities

More information

Falkirk Health and Social Care Partnership Integrated Workforce Plan

Falkirk Health and Social Care Partnership Integrated Workforce Plan Falkirk Health and Social Care Partnership Integrated Workforce Plan Date of First Issue: 5 February 2016 Approved by : Falkirk Integration Joint Board On: 5 February 2016 Current Issue Date: 31 March

More information

People Plan February 2015

People Plan February 2015 People Plan February 2015 www.southwales.ac.uk People Plan Message from the Deputy Vice-Chancellor (Strategic Resources) The University Strategy 2014-20 sets out the vision for USW to be: The University

More information

People-Centred Compassion, Excellence, Positive. Our Workforce Strategy Creating a Great and Safe Place To Work.

People-Centred Compassion, Excellence, Positive. Our Workforce Strategy Creating a Great and Safe Place To Work. People-Centred Compassion, Excellence, Positive Our Workforce Strategy 2014-2019 Creating a Great and Safe Place To Work Version 7 Workforce Strategy 2014-2019 1 CONTENTS INTRODUCTION 3 PAGE OUR VISION,

More information

Wales Millennium Centre Behavioral Competencies Framework 1

Wales Millennium Centre Behavioral Competencies Framework 1 Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out

More information

Viridor Core competencies edition

Viridor Core competencies edition Viridor Core competencies 2014 edition Giving the world s resources new life Challenge for change The world is changing. Once there was waste. Now there are valuable resources society must challenge itself

More information

Professional Skills for Government Leadership and Core Skills for NICS Grade 5 Leadership. Core Skills

Professional Skills for Government Leadership and Core Skills for NICS Grade 5 Leadership. Core Skills Leadership Leadership The three roles the service expects leaders to play are: Provide/Set Direction Inspire, seize opportunities, take tough decisions Deliver results Work with Stakeholders, Focus on

More information