EMPLOYMENT COMMITTEE 15 JUNE SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)

Size: px
Start display at page:

Download "EMPLOYMENT COMMITTEE 15 JUNE 2005. SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources)"

Transcription

1 EMPLOYMENT COMMITTEE 15 JUNE 2005 (ITEM 8) SUCCESSION PLANNING POLICY (Director of Corporate Services & Resources Human Resources) 1 INTRODUCTION 1.1 Succession planning is increasingly gaining acceptance as a key part of workforce development planning because it helps ensure that an organisation has the right people, in the right jobs at the right time. It also helps address other human resource issues such as the ageing of the workforce this is predicted to result in an increase in the number of senior post-holders retiring over the next decade. Organisations will need to identify successors for these roles, and with 31% of the local government workforce aged over 50 years in 2003, finding successors is an increasing problem. Augmenting this is the trend towards flatter organisational structures which has led to fewer employees gaining the strategic skills/experience needed for senior/key positions. The resulting lack of internal candidates with the necessary skills/experience has led to an increasing need to recruit externally, often at a premium cost. Despite this, few local authorities have explored the process, let alone adopted any kind of formalised strategy. Research has indicated that no other authorities in the area have a formal plan in place; therefore the Council is taking a leading role in formulating and adopting a Succession Planning Policy. This will then become part of the toolkit already available to Directors and senior managers in relation to management and employee development opportunities. 1.2 Succession planning is a process by which one or more successors are identified for key posts (or groups of similar key posts), and career moves and/or development activities are planned for these successors. Successors may be almost ready to do the job (short-term successors) or seen as having outstanding potential (long-term successors). Although there is a tendency to translate key posts to senior posts, they are not the only jobs which can benefit from this process. Any policy which the Council agrees on succession planning will need to encompass all levels of staff, thus ensuring a continuing high level of qualified and skilled staff who are able to progress into key roles as the need arises. 1.3 Succession planning typically involves identifying key roles and key members of staff, planning development opportunities, mentoring and nurturing, and ensuring that the plan is implemented on time and on budget. Succession planning is an important retention tool for any organisation wishing to plan for its future. The Council s workforce is a valuable asset and clear career progression paths need to be set up and communicated in order to identify a pool of internal candidates able to fill future key/senior roles. A well implemented succession plan will minimise the disruption to the Council s activities when the unexpected happens and will smooth the transition when the expected happens.

2 1.4 This report is brought forward to the Employment Committee to seek approval for a Succession Planning Policy. 2 RECOMMENDATIONS 2.1 That the adoption of a phased approach to succession planning (see 6.1), starting in September 2005 is approved. 2.2 That the sum of 30,000 from the Innovations Fund to prime pump this approach to succession planning (see 6.4) is agreed. 3. ADVICE RECEIVED FROM STATUTORY AND OTHER OFFICERS Borough Solicitor 3.1. Nothing to add to the report. Borough Treasurer 3.2 Apart from the sum of 30,000 from the Innovations Fund, there are no additional financial implications. 4 BACKGROUND INFORMATION 4.1 Succession planning ties in closely with all of the Council s higher level strategic HR plans; allied as it is to the Council s Pay and Workforce Strategy on Developing Leadership Capacity, which is a key part of the Council s Recruitment and Retention Strategy. The Pay and Workforce Strategy states that the availability of good leaders in sufficient numbers is essential in achieving sustained improvement in the Council s performance, efficiency and service delivery. A recent leaver survey conducted by Corporate HR found that one of the principal reasons for employees leaving the Council was due to an Opportunity for promotion elsewhere ; succession planning can help combat this by providing opportunities for development and progression. 4.2 A succession planning scheme would not stand exclusively; it would complement other retention initiatives and the Council s general training programme, not detract from them, but utilise them as a part of a more specific scheme. One of the key benefits of succession planning is that it can go hand in hand with other development activities whilst also aligning itself with the business needs of the Council through carefully tailored cross-boundary working etc. 4.3 Succession planning can also become a central component of the Council s risk management strategy which has recognised that losing key people is one of the biggest risks the Council faces. Succession planning can diminish this risk by providing incentives for key people to stay as well as through the development of talent pools to take over key vacancies when gaps occur. Loss of key staff being one of the nine strategic risks identified in the Risk Register.

3 4.4 Succession planning is not slotting in or guaranteeing future positions to specific individuals. The Council is required to conform to the Local Government and Housing Act 1989 by ensuring that appointments are made on merit. Succession planning does not bypass this requirement, but rather generates evidence of merit and grooms potential successors to put them in the position to make a strong application in the subsequent recruitment process. 5 BENEFITS 5.1 Succession planning involves identifying high potential employees whilst working within the properly defined guidelines of the Council s equalities requirements. Employment equalities provisions are enhanced by this process in that it can help to promote and develop the skills and promotion opportunities of minority groups and undermine the difficulties of the glass ceiling concept in promoting women into senior positions. The Employer s Organisation recognises that in certain circumstances, where, for example, individuals regularly cover for their manager, or have worked in the same area for a long time, then internal promotion (and therefore, succession planning) can be justified as an inevitable by-product of workforce development. To make the selection decisions as transparent, equitable and pragmatic as possible, a number of control mechanisms have been recommended in the draft policy (Business Case, DMT, Succession Planning Board etc). 5.2 The Council recognises that the risk of losing key people is a significant issue that requires serious consideration. Succession planning ensures that the risk of losing key people is not only thought about but also diminished whilst accepting the inevitability of some loss of staff through normal turnover. The potential for a nominated successor to not accept the role planned for them or leave before the planned succession is carried through is greatly diminished by ensuring they are onboard with the whole process, giving them ownership of their development and future career. 5.3 Whilst the individual s PDP will be used during the appraisal process to consider future development/training opportunities, an open and well communicated process will emphasise that everyone has a fair chance of being nominated. At the same time it is important to assure those who have not been selected for the succession planning scheme that their contribution is still very important to the Council. 5.4 Succession planning typically involves foreseeing what skills will be important, and what jobs there will be in a few years time. Although it is difficult to accurately predict future changes in job roles, technology, by keeping up to date with changes of this nature, the Council will be in the position to adapt with minimum effort as the need arises. In addition to this, succession planning facilitates the transfer of knowledge, skills and experience through cross-boundary moves etc, thus improving the knowledge of staff and ability of employees to adapt to future changes. 6 PRACTICAL IMPLEMENTATION 6.1 Succession planning is a relatively new concept in the public sector and many of the questions surrounding the process can only be answered once the Council has experienced and implemented it. Therefore, it is recommended that the Council s succession planning scheme is implemented in a measured and phased way. The recommended draft policy (Appendix A) is intended as a framework to be developed and improved through the first 12 months of its implementation. A review

4 will be carried out after that time when the policy will then be mainstreamed throughout the Council. However, no one plan will be the same, therefore a degree of flexibility and adaptability will need to be exercised in the implementation of any succession plan Within the draft policy, it is recommended that the Council takes an approach based on identifying potential candidates through the existing appraisal system. A formal plan for a few specific/exceptional circumstances when the organisational need to identify a successor for key posts is critical ( Targeted Development Programme ) would then be developed. Under this programme, a specific individual/s would be nominated as a potential successor for an already identified key role(s). 6.3 It is important that an officer is charged with managing this scheme; given its significant recruitment and retention implications, it is suggested that Corporate Recruitment Strategy Manager takes this responsibility. 6.4 Pump-priming resources are necessary to implement the first stages of this scheme. CMT has already approved the allocation of the sum of 30,000 from the Innovations Fund to cover the first 12 months of operation from 1 September This will fund a suggested initial pool of 6 places for the Targeted Development Programme. This will enable funding of on average 5.0k per candidate to fund a development plan for each individual and other costs. Thereafter, it will be necessary to fund the programme from existing training and staffing budgets across the Council. Development costs will be individual specific and the money will be used to purchase development credits which may include, for example, specific skills based external training programmes as well as cross-boundary work to broaden experience. Background papers Workforce Development Plan Contact for further information Tony Madden, Borough Human Resources Manager (01344)

5 APPENDIX A Bracknell Forest Borough Council s Succession Planning Policy (Draft) 7 THE FORMAT OF THE COUNCIL S SUCCESSION PLAN 7.1 The Council will take an approach to succession planning based on the identification of possible candidates through the existing appraisal scheme. This involves initiating a formal plan for a few specific/exceptional circumstances ( Targeted Development Programme ). 7.2 Under the Targeted Development Programme, a specific individual/s is nominated as a potential successor for an already identified key role(s) 8 THE SELECTION PROCESS 8.1 The Business Case The crux of the key role and potential successor identification process will revolve around a Business Case presented by managers (the level of the managers to be involved should be determined by each Department) to the DMT/Directors. The Business Case should comprise of: the identification of key roles within the managers team; a definition of each key role, its responsibilities, and the skills/competencies needed to succeed in it; and nominations for potential successors. 8.2 The Key Role(s) A key ( at risk ) role is one that is required to meet a specific need and exerts critical influence on the Council s operational and/or strategic activities. When identifying key roles, it is necessary to highlight organisational risk (if the role became vacant) and known staff factors (e.g. retirement etc). This can be supported by taking a risk management approach. Key roles can be identified by assessing the likelihood of each individual leaving the Council (or losing their skills, e.g. due to a change in technology) against the impact this would have on the Council if they were to do so. Critical roles (that would lend themselves to the Targeted Development Programme) are those that score highly in both dimensions. Key roles identified should be presented with a definition, a list of its main responsibilities, and the skills/competencies needed to succeed in it. 8.3 The Nomination/s The Business Case should also include a section that identifies potential successors. This could involve inviting expressions of interest and carrying out career interviews with interested parties to establish their aspirations, interests and career expectations. Expressions of interest could be made during one-to-one meetings with managers (the scheme would need to be openly advertised, possibly via the intranet

6 or team briefings for example, to ensure staff are aware of it). The opportunity should also be taken to discuss each individual s potential, their development needs for career progression and the roles they would want to be considered for through the Council s Performance Planning and Review Scheme which leads to the creation of a personal development plan. Potential successors should then be identified by studying appraisal/performance data, reviewing information obtained from CVs and interviews, and identifying current qualities (e.g. leadership skills, decision making skills, synchronicity with the Council s objectives/values/culture etc). This process can be supported by using the competency framework. The manager should recommend who they believe would have potential for the Targeted Development Programme. The manager should, if necessary, consult with departmental HR to support the decision of who to put forward for the scheme. If the manager believes that an individual who made an expression of interest is not ready for either the formal targeted development programme or the broader leadership programme, then this should be recorded at the end of the nominations section of the Business Case. The individual should be notified of this decision and care should be taken to show how their contribution is still very important to the Council and to discuss other possible future development opportunities (in line with their PDP). The manager may present a Business Case without any potential successors if it is deemed that there are no suitable successors within their team. 8.4 Presenting the Business Case Once the Business Case has been completed it should be taken to the DMT/Directors, and then to Borough s Human Resources Manager for final approval. Those nominated to the DMT may be asked to undertake a personal interview as part of the endorsement/selection process. 9 IMPLEMENTATION OF PROGRAMMES 9.1 Responsibilities The programmes will be planned, organised and implemented by a combination of the individual/s involved, their manager, and the Corporate and Departmental HR functions. The Corporate HR function (and more specifically the Recruitment Strategy Manager) will oversee the process to ensure the proper application of policies and procedures. The manager of the individual involved, with the support of HR and the individual himself/herself, will create a personal development plan (built around the anticipated succession date if known) to bridge gaps and/or build on existing skills and experience. The competency framework can be used as a tool to assist in this consideration of future skill needs and current skills. For a summary of the roles and responsibilities see Annex B. 9.2 The Targeted Development Programme

7 The Targeted Development Programme will have four strands: - Learning by doing service (the skills/competencies needed in the role etc) - Learning by doing corporate (cross boundary work / projects etc) - Formal training opportunities - Mentor (teaming up with an external mentor who will provide external support, insight and advice) The Learning by doing strands are likely to involve the creation of a Deputy position (e.g. Deputy Director). The individual/s will continue to carry out the duties of their substantive position, but with the additional responsibilities/experience of the Deputy position (i.e. taking on some of the tasks of e.g. the Director). This is a vital element of succession planning as it ensures that the individual is broadening their business, cross-functional and strategic experience and not only getting a quick burst of training. 9.3 The Next Stages (Implementation, Monitoring and Review) i) Once the programme has been planned, the next stage is to implement the development activities. ii) iii) The progress of each individual needs to be continuously monitored and updated on a simple database. The database should contain information about the key role (if known), other potential successors (including emergency ones, short-term ones, and long-term ones), the individual s personal details, current position, work experience (externally), qualifications, work/job experience (internally), training undertaken, assessments, areas of development covered, areas of development outstanding, etc. During the running of the programme it is necessary to identify any changes in key roles (including vacancies or newly created positions) and revise the pool of candidates and the desired skills/abilities as necessary. 10 WHEN A KEY ROLE BECOMES VACANT 10.1 The vacancy is advertised in accordance with the Council s existing policies The Council will have a specific individual or pool suitable for the vacancy who has/have had the relevant training and business/cross-functional/strategic experience to put them in the position to make a very strong application for the vacancy. 11 MEASURING SUCCESS 11.1 A successful succession plan will exhibit the following qualities: - Faster or better job filling - Retention of key employees - Attraction of other talent - Motivated workforce - Cross-boundary moves taking place 12 THE COSTS / BUDGET

8 12.1 The budget for the first 12 months will be borne from the Innovations Fund; thereafter, it will be necessary to fund the programme from existing training and staffing budgets across the Council. 13 THE REVIEW The programmes will be reviewed after 12 months to reassess their principles, procedures, structures and budget.

9 ANNEX A PRINCIPLES To openly communicate the succession planning process, including the selection criteria requirements and benefits to all staff. To maintain consistent selection criteria and be fair and objective in the choice of potential candidates and the way in which they are assessed. To ask interested parties to nominate themselves to discuss their potential and their development needs for career progression and the roles they wish to be considered for. To notify those who have not been selected for the succession planning scheme and discuss with them their future development and work prospects. To harmonise succession planning with work-life balance practices by offering avenues for potential candidates to discuss their own career aspirations in line with their lifestyle requirements, thus giving them ownership of their development and future career. To conform to anti-discrimination/equalities legislation and the Local Government and Housing Act by carefully managing internal promotion to ensure the fair treatment of all candidates. To use succession planning as an opportunity to look at the overall future composition of the Council and to promote and develop a diverse workforce by ensuring that the skills of minority groups are fully developed. To consider potential successors for cross-departmental positions, rather than assume their skills and abilities are confined to one service area. To recognise the difference between Succession Planning (grooming an individual or a pool of individuals for promotion to a specified or unspecified key role in the future) and Workforce Development (the training and development of a group of individuals to improve their overall skills). To produce an accurate budget for each process planned, which would include development needs, acting up allowances, etc. To create and implement both core and bespoke development plans that prepare potential successors for their proposed future roles. To ensure the individuals take a strong and active role in their career and skill development. To create a working environment conducive to personal development (opportunities for training, cross-boundary moves, empowerment, feedback etc). To continually review the potential of prospective successors. To continually review and monitor the effectiveness of the policy and revise/improve as necessary to determine best practice. This includes assessing individual

10 performance to determine whether the objectives of the succession plan were achieved. ROLES AND RESPONSIBILITIES ANNEX B

11 Employees are responsible for: Expressing an interest in career progression. Buying into the process and considering development needs. Creating and keeping up-to-date career development plans. Working with managers to identify development opportunities. Making every effort to achieve development goals. Taking opportunities for development as they arise. Managers are responsible for: Fairly assessing those who make an expression of interest. Having open career discussions with employees. Identifying key/ at risk roles. Nominating potential successors. Presenting a Business Case to the DMT/Directors. Notifying those who have not been selected for the succession planning scheme. Working with individuals (and HR) on career development plans and providing growth opportunities. Providing support as necessary. Ensuring the current and future needs of the section/department are met. Departmental HR are responsible for: Assisting the manager with the Business Case as necessary (including the decision of who to nominate for the scheme). Assisting with career development plans as necessary. Supporting the DMT/Directors as required. Corporate HR, and more specifically the Recruitment Strategy Manager, are/is responsible for: Overseeing and managing the scheme, ensuring the proper application of policies and procedures. Assisting the DMT s and Directors with the selection decisions, including informing them of budget implications and resources. Promoting the succession planning scheme throughout the Council. Assisting with career development plans as necessary. Facilitating career development moves (including cross-boundary projects/assignments etc). Assisting managers in the identification of potential growth opportunities via moves/assignments/projects etc. Managing the budget. Monitoring the progress of those on the scheme (including the maintenance of a database). Continually reviewing the potential of prospective successors. Continually reviewing and monitoring the effectiveness of the policy, revising/improving as necessary to determine best practice. The DMT/Directors are responsible for: Acting fairly in their consideration of the nominations within the Business Case.

12 Reaching an agreement of which nominations, if any, to endorse.

Succession Planning Policy and Procedure

Succession Planning Policy and Procedure Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy

More information

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE

More information

Career Development Policy

Career Development Policy 1 Career Development Policy POLICY RECORD DETAILS DATE AGREED: 24th September 2010 VERSION No. POLICY OWNER: ORGANISATION DEVELOPMENT MANAGER JOB TITLE Dept / Directorate HUMAN RESOURCES CONTRIBUTORS:

More information

Talent Management Framework

Talent Management Framework Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

Author: Ankhara Hunte, Diversity Consultant for National College for Leadership of Schools and Children s Services

Author: Ankhara Hunte, Diversity Consultant for National College for Leadership of Schools and Children s Services Governors Title: A succession planning (diversity) audit tool for Governors Author: Ankhara Hunte, Diversity Consultant for National College for Leadership of Schools and Children s Services Date: May

More information

ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning

ALL WALES CREDIT UNION SUPPORT PROGRAMME. Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning ALL WALES CREDIT UNION SUPPORT PROGRAMME Securing the Future: A Guide to Maintaining Expert Boards by Succession Planning This guide has been produced by The Social Investment Business for credit unions

More information

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

Workforce Planning, Succession Planning and Capability Planning. 13

Workforce Planning, Succession Planning and Capability Planning. 13 Report title Agenda item Workforce Planning, Succession Planning and Capability Planning. 13 Meeting Human Resources, Health & Safety and Equalities Panel 13 November 2008 Date Report by Document Number

More information

CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN

CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN CONCORDAT TO SUPPORT THE CAREER DEVELOPMENT OF RESEARCHERS: UNIVERSITY OF ABERDEEN IMPLEMENTATION SUMMARY AND ACTION PLAN During the last academic year, an in-depth gap analysis exercise was undertaken

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

Talent Management Framework

Talent Management Framework Introduction 1 The Council has agreed an Organisational Development (OD) Strategy with an overall aim to help the Council achieve its vision of building a world class city for everyone, with an ambition

More information

NOT PROTECTIVELY MARKED. Date: 30 JULY 2015 DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT

NOT PROTECTIVELY MARKED. Date: 30 JULY 2015 DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT Agenda Item: 13 Report To: Report No: SCOTTISH FIRE AND RESCUE SERVICE BOARD B/POD/07-15 Date: 30 JULY 2015 Report By: DIANE VINCENT, DIRECTOR OF PEOPLE AND ORGANISATIONAL DEVELOPMENT Subject: SCOTTISH

More information

University Hospital Birmingham NHS Foundation Trust

University Hospital Birmingham NHS Foundation Trust University Hospital Birmingham NHS Foundation Trust Board of Directors Executive Appointments and Remuneration Committee Terms of Reference (Approved by the Board of Directors 25022010 v2.0/02 2010) Reference

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 Selection Panel Procedures for School Teachers 2013, which is located on the Department s website at http://www.teach.nsw.edu.au/documents/sel_panelproc.pdf,

More information

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework (ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people

More information

Nomination, Remuneration and Human Resources Committee Charter

Nomination, Remuneration and Human Resources Committee Charter Nomination, Remuneration and Human Resources Committee Class Limited (ACN 116 802 054) As approved by the Board on 6 October 2015 1. Purpose of this The purpose of this is to specify the authority delegated

More information

Managing Change HR Policy and Procedures

Managing Change HR Policy and Procedures Managing Change HR Policy and Procedures Incorporating changes following the review process in September 2012 Issued October 2012 2 Contents Page 1. Scope 3 2. Managing Organisational Change Key Principles

More information

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy Liverpool Community Health NHS Trust Recruitment & Selection Policy Version Number: Ratified by: V1 HR & OD Committee Date of Approval: November 2010 Name of originator/author: Approving Body / Committee:

More information

Talent Management Toolkit

Talent Management Toolkit Talent Management Toolkit Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed

More information

CLASSIFICATION LINKING GUIDELINES PROFESSIONAL, GROUNDS AND DOCUMENT SERVICES STAFF POSITIONS

CLASSIFICATION LINKING GUIDELINES PROFESSIONAL, GROUNDS AND DOCUMENT SERVICES STAFF POSITIONS Human Resource Unit July 2011 CLASSIFICATION LINKING GUIDELINES PROFESSIONAL, GROUNDS AND DOCUMENT SERVICES STAFF POSITIONS Human Resource Unit July 2011 Page 1 of 10 CONTENTS Page 1. Overview 3 2. Objectives

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Workforce Planning Toolkit

Workforce Planning Toolkit Workforce Planning Toolkit A Guide To Developing Your Agency s Succession Plan 2007 NASPE SUCCESSION PLANNING IN A MERIT SYSTEM Introduction The nation s estimated 78 million baby boomers began turning

More information

WORKFORCE PLAN 2012-2014

WORKFORCE PLAN 2012-2014 2012-2014 ADOPTED 25 JUNE 2012 Contents Council Vision Statement... 1 A Workforce Plan as an integral component of Integrated Planning and Reporting... 1 Workforce Strategy objectives... 1 Introduction

More information

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach

Employee Engagement FY15. 1. Introduction. 2. Employee Engagement. 3. Management Approach 1. Introduction This document forms part of our Disclosures on Management Approach (DMA) series, prepared in accordance with the Global Reporting Initiative s G4 Guidelines. The DMA series is designed

More information

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9

State of Washington. Guide to Developing Succession Programs. Updated November 2008. Page 1 of 9 State of Washington Guide to Developing Succession Programs Updated November 2008 Page 1 of 9 Introduction The purpose of succession planning is to develop a pool of internal candidates for future vacancies.

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

10. Human resources planning for tourism in protected areas

10. Human resources planning for tourism in protected areas 10. Human resources planning for tourism in protected areas 10.1 Introduction This chapter contains a number of general observations about the importance of human resources planning. While these observations

More information

The National Succession Planning Framework for Children s Services

The National Succession Planning Framework for Children s Services Inspiring leaders to improve children s lives Children s services The National Succession Planning Framework for Children s Services Professional development Contents Introduction 3 Section one: The National

More information

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment

HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT. A Guide to Integration and Alignment HUMAN RESOURCE / WORKFORCE PLANNING AND DEPARTMENTAL PLANNING - SUPPLEMENT A Guide to Integration and Alignment HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008

More information

Workforce Strategy 2015-2020

Workforce Strategy 2015-2020 Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer

More information

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:

More information

Will regional talent management practices keep up with the global pace?

Will regional talent management practices keep up with the global pace? Will regional talent management practices keep up with the global pace? A STUDY BY It s through employees that the organisation learns fast to turn around challenges and unpredictability into opportunities

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

RESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES

RESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES RESTRUCTURING PRINCIPLES AND REDUNDANCY GUIDELINES Contents 1 Introduction 2 Key Steps to Restructuring 3 Planning 4 What changes need to take place? 5 What are the implications of the changes on my team?

More information

Information Governance Strategy & Policy

Information Governance Strategy & Policy Information Governance Strategy & Policy March 2014 CONTENT Page 1 Introduction 1 2 Strategic Aims 1 3 Policy 2 4 Responsibilities 3 5 Information Governance Reporting Structure 4 6 Managing Information

More information

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL

SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL SECTION 1 INTRODUCTION 1.01 PURPOSE AND USE OF MANUAL AUTHORITY: CIVIL SERVICE ACT ADMINISTRATION: P.E.I. PUBLIC SERVICE COMMISSION Sub-Section 1.01 Purpose and Use of Manual 01 October 2002 1 of 3 1.

More information

Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Assistant Director of OD

Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Assistant Director of OD AGENDA ITEM 4.5 Talent Management / Development Framework 2011-2013: Maximising Potential of Organisations Report of Paper prepared by Purpose of Paper Assistant Director of OD Senior LED Manager Leadership

More information

Title: Sickness Absence Management Policy and Procedure. CONTENT SECTION DESCRIPTION PAGE. 1 Introduction 2. 2 Policy statement 2.

Title: Sickness Absence Management Policy and Procedure. CONTENT SECTION DESCRIPTION PAGE. 1 Introduction 2. 2 Policy statement 2. Title: Sickness Absence Management Policy and Procedure. Date Approved: 17 June 2014 Approved by: JSPF Date of review: June 2016 Policy Ref: Issue: 1 Division/Department: Human Resources Author (post-holder):

More information

Statement of Corporate Governance Practices 2015

Statement of Corporate Governance Practices 2015 Statement of Corporate Governance Practices 2015 Introduction The Board of Directors of Coventry Group Ltd(CGL) is responsible for the corporate governance of the Company. The practices outlined in this

More information

NHS Pension Scheme retirement flexibilities

NHS Pension Scheme retirement flexibilities NHS Pension Scheme retirement flexibilities Part 1: Factsheets A factsheet on the mutual basis of the NHS Pension Scheme This factsheet provides background information on the mutual basis of the NHS Pension

More information

University of Turku HUMAN RESOURCES POLICY

University of Turku HUMAN RESOURCES POLICY University of Turku HUMAN RESOURCES POLICY Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012 University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March

More information

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland

More information

East Sussex Succession Planning Policy

East Sussex Succession Planning Policy Leadership Development and Succession Planning in East Sussex: A Governing Body Policy Statement Governing bodies are invited to adopt this policy statement as a way to maintain a focus on leadership development

More information

PAY POLICY 2016-2017

PAY POLICY 2016-2017 PAY POLICY 2016-2017 CONTENTS 1. Introduction and Purpose... 1 2. Legislative Framework... 1 3. Scope of the Pay Policy... 2 4. Broad Principles of our Pay Strategy... 2 4.1 Transparency, Accountability

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

The NHS Foundation Trust Code of Governance

The NHS Foundation Trust Code of Governance The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?

More information

Equality & Diversity Strategy

Equality & Diversity Strategy Equality & Diversity Strategy Last updated March 2014 1 Statement of commitment Ombudsman Services is committed to equality of opportunity and respect for diversity. As an equal opportunities employer,

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Lumesse Talent Management

Lumesse Talent Management Talent Management Solutions that Accelerate Business Performance We believe that talent management systems should be people centric. Our software supports (rather than replaces) your existing processes

More information

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS iedex online ty Ltd ABN 65 081 927 513 BUILDING A BUSINESS CASE FOR ERFORMANCE & DEVELOMENT LANNING (D) SYSTEMS iedex ty Ltd 2/17 Raglan Street South Melbourne VIC 3205 hone : (03) 9696 1222 Fax: (03)

More information

JOB DESCRIPTION: Senior Manager HR & Talent Management

JOB DESCRIPTION: Senior Manager HR & Talent Management JOB DESCRIPTION: Senior Manager HR & Talent Management RESPONSIBLE TO: RESPONSIBLE FOR: Group Director The overall management and development of all aspects of HR and Talent Management for the company,

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Process Guide TALENT MANAGEMENT. This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction.

Process Guide TALENT MANAGEMENT. This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. TALENT MANAGEMENT Process Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

Recruitment and Selection Procedure

Recruitment and Selection Procedure Recruitment and Selection Procedure INTRODUCTION The College aims to attract, select and retain the best candidate to any given vacancy within the college. The College is committed to safeguarding and

More information

RISK MANAGEMENT POLICY AND STRATEGY. Document Status: Draft. Approved by. Appendix 1. Originator: A Struthers. Updated: A Struthers

RISK MANAGEMENT POLICY AND STRATEGY. Document Status: Draft. Approved by. Appendix 1. Originator: A Struthers. Updated: A Struthers Appendix 1 RISK MANAGEMENT POLICY AND STRATEGY Document Status: Draft Originator: A Struthers Updated: A Struthers Owner: Executive Director Corporate Services Version: 01.01.03 Date: 30/3/14 Approved

More information

Information Governance Policy

Information Governance Policy Information Governance Policy Version: 4 Bodies consulted: Caldicott Guardian, IM&T Directors Approved by: MT Date Approved: 27/10/2015 Lead Manager: Governance Manager Responsible Director: SIRO Date

More information

Right: People Roles Recognition - Culture

Right: People Roles Recognition - Culture Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge

More information

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST CENTRAL MANCHESTER UNIVERSITY HOSPITALS NHS FOUNDATION TRUST Report of: Paper prepared by: Director of Patient Services/Chief Nurse Gill Heaton Director of Nursing (adults) Cheryl Lenney Date of paper:

More information

People Strategy 2013/17

People Strategy 2013/17 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised

More information

Frequently Asked Questions

Frequently Asked Questions Integrated Planning & Reporting Framework Frequently Asked Questions and their answers August 2009 Question Why are the planning and reporting requirements for local councils being changed? Page 3 What

More information

Global recruitment and selection policy AUGUST 2013

Global recruitment and selection policy AUGUST 2013 This is a summarised version of 3i s full policy Global recruitment and selection policy AUGUST 2013 References throughout this Policy to the Portal are to 3i s global internal webbased knowledge system

More information

2. Achievement at the appropriate level is demonstrated as follows - Level 1 commitment to a comprehensive Equality Policy (Equality Plan)

2. Achievement at the appropriate level is demonstrated as follows - Level 1 commitment to a comprehensive Equality Policy (Equality Plan) MEETING Human Resources, Equalities and Health and Safety Panel AGENDA ITEM 6 MEETING DATE 30 June 2005 DOCUMENT NUMBER HRE 184 SUBJECT REPORT Equality Standard for Local Government 2004-5 progress (21.06.05)

More information

Clare College Cambridge

Clare College Cambridge Clare College Cambridge Staff Training and Development Policy Clare College is committed to the support of staff development for all staff. The key purpose is to facilitate personal and professional development

More information

Caerphilly County Borough Council. Workforce Planning Guidance. and Template

Caerphilly County Borough Council. Workforce Planning Guidance. and Template APPENDIX 1 Caerphilly County Borough Council Workforce Planning Guidance and Template May 2013 1 Content Description Page Number Part 1 Introduction 1.1 Introduction 1.2 What is Workforce Planning? 1.3

More information

To ensure quality mechanisms are in place in relation to the School s recruitment advertising procedures

To ensure quality mechanisms are in place in relation to the School s recruitment advertising procedures ADVERTISING GUIDANCE Recruitment advertising is managed by the School s HR Division. Please contact the HR Adviser for your department if you have any queries: http://www.lse.ac.uk/intranet/staff/humanresources/whos%20who/home.aspx

More information

Policy and Procedure. Managing Attendance. Policy and Procedure

Policy and Procedure. Managing Attendance. Policy and Procedure Managing Attendance Policy and Procedure Agreed at CNG on 25 th April 2007 Managing Attendance Policy and Procedure Table of contents: TABLE OF CONTENTS Section 1 The Policy 3 Aim of the Process 3 Key

More information

Human Resources Frequently Asked Questions

Human Resources Frequently Asked Questions Human Resources Frequently Asked Questions These FAQ s have been developed and agreed with union officials and county councillors and are in use currently for the SOR project ongoing in other parts of

More information

Managing Staff Retention

Managing Staff Retention Managing Staff Retention Stephen Bevan, Institute for Employment Studies It wasn t so long ago that UK employers were worried about labour surpluses. Inevitably, as recession turns into boom, concern about

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011

CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 CHARLES STURT UNIVERSITY WORKFORCE PLANNING FRAMEWORK 2007 2011 1. DEFINITION... 1 2. CONTEXT... 1 3. STRATEGIC ALIGNMENT AND DRIVERS... 1 4. VALUES... 2 5. PRINCIPLES OF PRACTICE... 2 6. PERFORMANCE INDICATORS...

More information

Managing poor performance policy and procedure

Managing poor performance policy and procedure Managing poor performance policy and procedure Final Draft - 1-27 October 2006 1 Introduction At the Information Commissioner s Office (ICO), we expect all employees to achieve a satisfactory level of

More information

ANGLOGOLD ASHANTI LIMITED

ANGLOGOLD ASHANTI LIMITED ANGLOGOLD ASHANTI LIMITED Registration No. 1944/017354/06 ( AGA or the Company ) REMUNERATION AND HUMAN RESOURCES COMMITTEE TERMS OF REFERENCE APPROVED BY THE BOARD OF DIRECTORS ON 30 OCTOBER 2014 1.0

More information

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

More information

Employment Services and Supports for Employers

Employment Services and Supports for Employers Employment Services and Supports for Employers Quick and Easy Access to Future Employees Intreo provides a wide range of supports and services to assist with your employment needs, designed to make sure

More information

CAMBRIDGE CITY COUNCIL

CAMBRIDGE CITY COUNCIL Agenda Item CAMBRIDGE CITY COUNCIL REPORT OF: Director of Business Transformation TO: Civic Affairs Committee 25 June 2014 WARDS: All INTERNAL AUDIT: REVIEW OF EFFECTIVENESS 2013 / 2014 1 INTRODUCTION

More information

Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1

Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1 Managing Employees Health in the Workplace Policy (Sickness Absence Management) Version 4.1 Previously known as Attendance Management Policy Lead executive Name / title of author: Janet Wilkinson, Director

More information

TALENT MANAGEMENT AND SUCCESSION PLANNING

TALENT MANAGEMENT AND SUCCESSION PLANNING White Paper TALENT MANAGEMENT AND SUCCESSION PLANNING The CEO s and Chairman s role in talent management and succession planning is huge it should never be just a function of HR, because this is a top-down

More information

DARLINGTON BOROUGH COUNCIL LEARNING & SKILLS SERVICE SUPPLY CHAIN FEES AND CHARGES POLICY 2015/16

DARLINGTON BOROUGH COUNCIL LEARNING & SKILLS SERVICE SUPPLY CHAIN FEES AND CHARGES POLICY 2015/16 DARLINGTON BOROUGH COUNCIL LEARNING & SKILLS SERVICE SUPPLY CHAIN FEES AND CHARGES POLICY 2015/16 1. POLICY STATEMENT 1.1 Darlington Borough Council s Learning & Skills Service (the Service) is funded

More information

The attraction, retention and advancement of women leaders:

The attraction, retention and advancement of women leaders: The attraction, retention and advancement of women leaders: Strategies for organizational sustainability BUSINESS CASE 1 Table of Contents Introduction Business Case 1 Barriers and Success Factors Overview

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached.

The Human Resources Department Work Plan for the period 1 April 2015 to 31 March 2016 is attached. Council, 25 March 2015 Human Resources Department Work Plan 2015-2016 Executive summary and recommendations Introduction The Human Resources Department Work Plan for the period 1 April 2015 to 31 March

More information

SCRUTINY REVIEW OF SCHOOL LEADERSHIP SUCCESSION PLANNING ACTION PLAN

SCRUTINY REVIEW OF SCHOOL LEADERSHIP SUCCESSION PLANNING ACTION PLAN SCRUTINY REVIEW OF SCHOOL LEADERSHIP SUCCESSION PLANNING ACTION PLAN RECOMMENDATIONS ACTIONS BY WHOM MILESTONES OUTCOME MEASURES 1. That Cabinet develop a council policy on succession planning which includes

More information

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013

QUALITY ASSESSMENT & IMPROVEMENT. Workforce ACUTE HOSPITAL SERVICES. Supporting services to deliver quality healthcare JUNE 2013 QUALITY ASSESSMENT & IMPROVEMENT ACUTE HOSPITAL SERVICES JUNE 2013 Workforce Supporting services to deliver quality healthcare Effective Care and Support Safe Care and Support Person Centred Care and

More information

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA

SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA SUCCESSION PLANNING FOR SACCOs/CFIs PRESENTED BY TONNY OKOTH OTIENO (DE) PROGRAM COORDINATOR ACCOSCA Introduction» Business continuity refers to the SACCO s ability to ensure that qualified employees are

More information

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR

The Importance of Succession Planning and Best Practices. Shellie Haroski, SPHR The Importance of Succession Planning and Best Practices Shellie Haroski, SPHR Questions to consider What percentage of your employees will retire in the next 5 years? 10 years? What percentage of your

More information

RESEARCHERS CAREERS: GUIDANCE FOR PRINCIPAL INVESTIGATORS / SUPERVISORS OF RESEARCHERS

RESEARCHERS CAREERS: GUIDANCE FOR PRINCIPAL INVESTIGATORS / SUPERVISORS OF RESEARCHERS RESEARCHERS CAREERS: GUIDANCE FOR PRINCIPAL INVESTIGATORS / SUPERVISORS OF RESEARCHERS Introduction These notes set out practical steps which PIs and supervisors of researchers should take when recruiting,

More information

Cabinet - 8 May 2014. Report of the Deputy County Secretary and Solicitor. Electoral Division affected: None

Cabinet - 8 May 2014. Report of the Deputy County Secretary and Solicitor. Electoral Division affected: None Cabinet - 8 May 2014 Report of the Deputy County Secretary and Solicitor Electoral Division affected: None Voluntary Redundancy - Trade Union Consultation Contact for further information: Ian Young, (01772)

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

e-colt Services Recruitment Process Outsourcing (RPO)

e-colt Services Recruitment Process Outsourcing (RPO) e-colt Services Recruitment Process Outsourcing (RPO) Introduction Recruitment Process Outsourcing (RPO) offers executives a potential competitive advantage in the marketplace as it provides organizations

More information

Chapter 11. Strategic Planning, Appraisal and Staff Development

Chapter 11. Strategic Planning, Appraisal and Staff Development Chapter 11 Strategic Planning, Appraisal and Staff Development 11. STRATEGIC PLANNING, APPRAISAL AND STAFF DEVELOPMENT 11.1 Strategic Planning The University of Wales: Trinity Saint David focuses on its

More information

CIMA Development assessment matrix

CIMA Development assessment matrix CIMA Development assessment matrix Quality standards for the development of finance professionals. The CIMA Development scheme is based on a set of principles offering a robust and non-prescriptive approach.

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

The Ripple Effect of Baby Boomer Retirements

The Ripple Effect of Baby Boomer Retirements The Ripple Effect of Baby Boomer Retirements By Neil E. Reichenberg According to the Pew Research Center, approximately 10,000 Americans per day will turn 65 between 2011 and 2030. These baby boomers comprise

More information

Employee Monitoring Report

Employee Monitoring Report Annex A to Mainstreaming Report Scottish Natural Heritage Employee Monitoring Report Published: April 2013 Scottish Natural Heritage Great Glen House, Leachkin Road, Inverness IV3 8NW www.snh.gov.uk Table

More information

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1.

OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services. FACS Organisational Design Program May 2015 V1. OneFACS Non Executive Staff Transition Change Management Plan Central Office & Corporate Services FACS Organisational Design Program May 2015 V1.1 Table of contents 1 Background... 3 1.1 The purpose of

More information

,Ad; L PCAOB. IOPA conducted the review to determine whether the PCAOB is considering succession planning consistent with good business practices.

,Ad; L PCAOB. IOPA conducted the review to determine whether the PCAOB is considering succession planning consistent with good business practices. PCAOB Public Company Accounting Oversight Board 1666 K Street, N.W. Washington, DC 20006 Telephone: (202) 207-9100 Facsimile: (202) 862-8430 www.pcaobus.org May 5,2009 The Honorable Mary L. Schapiro Chairman

More information