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HSE Succession Management Strategy


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TABLE OF CONTENTS

1. Introduction ................................................................................................................................................... 2

2. Executive Summary ....................................................................................................................................... 2

3. Setting the Context ........................................................................................................................................ 3

4. Definition of what Succession Management means for the HSE ................................................................... 4

5. Benefits .......................................................................................................................................................... 4

6. Scope ............................................................................................................................................................. 5

7. Development Options .................................................................................................................................... 5

8. Strategic Model ............................................................................................................................................. 6

9. Critical Success Factors .................................................................................................................................10

Appendix 1: Succession Management Application & Screening Process ...................................................... 11

Appendix 2: Integrated Succession Management Flow chart ....................................................................... 12

Appendix 3: Succession Management Initiatives – Learning from other countries ...................................... 13


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1. INTRODUCTIONThis document identifies the key steps required in preparation for the introduction of a HSE Succession Management(SM) Strategy. It outlines the context behind the decision to introduce a succession management strategy to the HSEat this time and details the key steps required to support the design and implementation of the initiative.

It is proposed that the document will be supplemented by a presentation to the HSE Board / Senior Management Teamas part of an initial briefing. The presentation will get into the specifics of the project and will enable the SteeringGroup to discuss and agree the strategic design and governance.

The importance of the role of the senior management team in the SM process cannot be overstated. Internationalresearch into the introduction and roll out of SM initiatives in public sector environments (e.g. Australia, New Zealand,US, Canada and the UK) has consistently highlighted the requirement for top level management involvement in thedevelopment of the SM strategy as being critical to its successful implementation. International experience indicatesthat, without the (continued) active engagement of senior managers, the process fails to get off the ground or grindsto a halt.

2. EXECUTIVE SUMMARY

� There is an unprecedented demand for increased efficiency within in the public sector. The challenges associatedwith Transformation, the Recruitment Moratorium and financial constraints have put higher demands on all HSEmanagers in general, but particularly on senior management roles. The key emphasis is on doing more with less.It is critical therefore that we have the best talent in the right roles now to address these challenges and also thatwe plan for continuity and succession management.

� Succession Management is defined as a deliberate and systematic effort by an organisation to encourage individualadvancement and ensure continuity in key positions, including management, technical and professional roles.

� The importance of the roles of the Board and the Senior Management Team in a succession management processcannot be overstated. International research indicates that without their involvement the process fails to get offthe ground or grinds to a halt. In this context it is intended that a National Steering Group will be established tosponsor and oversee the process.

� The recent restructuring of HR has put particular emphasis on supporting succession management and talentdevelopment by establishing a dedicated department within the function to address succession management andworkforce planning. The development of a detailed Succession Management Strategy and an Implementation Planis ongoing and this paper sets out our approach.

� Given the potential loss of key experience through early retirement schemes and restrictions on recruitment theshort term focus will be on identifying and developing successors for key senior roles (i.e. Senior ManagementTeam and RDO roles).

� Potential candidates will be sought, identified, assessed and developed from within the Assistant National Directorpool initially. In the medium term this pool may be expanded. The emphasis will be on providing developmentopportunities which will broaden and deepen experience within the work setting, supported by focussed skillsdevelopment against a set of specified competencies required for Senior Management Team Positions. Developmentapproaches will include: Projects, leading new service developments, coaching and specific skills development.

� While this short term approach is ongoing for senior management roles, a parallel Talent Management Strategyfor middle and junior management roles is being developed, initially from Grade 8 (and equivalent grades withinnursing and clinical areas) upwards to identify high performers at an early stage. These will be provided withexperiential development, across functions and services, to stretch their potential and fill the succession pipeline.

� The active participation of senior Area HR and Service Managers will be vital in the assessment process, infacilitating and identifying suitable development opportunities and mentoring/monitoring talented staff. This taskwill in future be considered a key performance management competency.


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3. SETTING THE CONTEXTThere is an unprecedented demand for increased efficiency within Management Administration in the public sector. Thechallenges associated with the change agenda, recruitment moratorium and financial restraints have resulted in evenhigher expectations and higher demands being placed on senior managers. The timing of development initiatives tosupport managers in meeting these demands has never been more significant.

A new vision for HSE HR including a radical restructure for Corporate HR was announced towards the end of 2009 andthis made provision for the establishment of a Succession Management Department - acknowledging that theassessment of manager capability and meeting their development needs requires targeted and sustained organisationalinvestment.

The involvement and support of the other corporate and Area HR functions will be vital to the successful design andimplementation of the initiative. Having an integrated strategy will ensure that talent management and developmentbecomes embedded into organisational culture. This will be supported by other HR initiatives such as LeadershipDevelopment, Performance Management and Workforce Planning which will facilitate the use of a common languageacross the entire HR cycle. It is planned to underpin a successful SM Strategy, with the accrued benefits of an integratedTalent Management Process

Development �

TALENT MANAGEMENT CYCLE…

Business Goals � Business Performance


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4. DEFINITIONInherent to the success of the Succession Management initiative is the agreement of the Board and Senior ManagementTeam as to what ‘succession management’ means for the HSE. The following definition has been adopted:

‘A deliberate and systematic effort by an organisation to encourage individual advancement and ensure continuity inkey positions, including management, technical and professional roles1’.

In essence, effective Succession Management and Talent Management within the HSE will result in having the righttalent, doing the right work at the right time, thus maintaining continuity / feeding the leadership pipeline – integratingshort term and long term workforce planning.

5. BENEFITS

To the HSE: On the introduction and roll out of Succession Management:

� supports the alignment of management focus on preparing people to deliver on organisational priorities;

� facilitates the identification of high quality senior managers and enables their development needs to be met inpreparing them to be leaders for the future;

� ensures a more focused spend on development options;

� supports integration with wider HR initiatives e.g. performance management / direct input from the WorkforcePlanning team will assist in identifying potential gaps in the workforce and future planned needs;

� early identification and development of talented employees to ensure that the succession pipeline is supplied;

� supports a culture of continuous professional development;

� prepares the groundwork for more effective review of work systems, task analysis and ultimately improvedknowledge management processes.

To individual Managers: On the introduction and roll out of Succession Management:

� Supports managers in meeting the demands of their roles e.g. increased adaptability, accountability and flexibility;

� Leads to improved employee engagement and facilitates acknowledgement of their commitment;

� Has positive Implications for talent development; earlier interventions on management development and structuredcareer development;

� Identifies a clear link between effort, performance and potential for promotion.

See Appendix A for information on succession management initiatives in public sector organisations internationally.

Effective Succession Management Initiatives have the following characteristics….

� Criteria / competencies that model the organisations definition of leadership

� A consistent, objective assessment process

� Individual development plans

� Regular reviews of the plan and its effectiveness

1 A guide to succession Management - Nova Scotia Public Service Commission


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6. SCOPE

Short Term

The priorities for the Succession Management Team for 2010 are set out below:

� In the short term the primary focus will be on potential replacements for the Senior Management Team andRegional Director of Operations (RDOs), on their identification and development, and monitoring their progress:

� National Director and RDO roles: The objective is to ensure both short term and long term succession andworkforce planning for these key positions in the organisation, and to initiate focused development plans forthose identified to have proven leadership capability at a senior level in the organisation. Comprehensivereviews of these roles will be undertaken, using job analysis techniques, to identify the Knowledge, Skills andAbilities (KSAs) required to perform effectively in these roles. This task is being carried out in partnership withthe Public Appointments Service.

� Direct reports to the National Directors / RDOs (approximately 120 senior managers and includes ANDs, NetworkManagers, LHM & equivalents): complete job analyses for a cross section of these roles / job families, againto identify the KSAs associated with effective performance in these management positions.

Once the KSAs have been identified, work will progress with identifying appropriate assessment and developmentoptions.

(Inherent in short term work will be the development and implementation of a Communication Plan for allstakeholders).

Medium Term

� Complete job analyses of General Manager (and equivalent) and Grade VIII roles.

� Identification of existing competencies/qualifications within Talent Management pool

Once the KSAs have been identified, work will progress with identifying appropriate assessment and developmentoptions.

Longer Term

In the long term the focus for Succession Management / Talent Management will be on young managers comingthrough the system who demonstrate exceptional potential:

� Ensure that systems and supports are in place to facilitate the identification and development of potentialsenior managers from early in their career in the HSE (Talent Management Focus);

� Scope out the range and depth of talented young staff and work with Area HR to set up a database forselection, testing and priority development.

7. DEVELOPMENT OPTIONSDevelopment options will primarily focus on “real life” interventions including project leadership, change management,secondments, coaching, mentoring and specific skills development (e.g. media skills) with the emphasis on expandingexperience and stretching potential. Specific “Development Posts” were used to good effect in the past, this approachcould be utilised to good effect once more.


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8. STRATEGIC MODEL

In applying Johnson & Scholes Strategic Development Model we can identify more holistic implementation factors. Moststrategies do not succeed because their implementation plans are not robustly designed, environmentally proofed andevaluated both during and afterwards. Applying a simple model, combined with effective project managementtechniques can hugely increase the likelihood of a strategy being implemented effectively.

8.1 Development Phase / Understanding Structures & Environment

Strategic Position; Establishing the Strategic position, involves 3 core stages maximising the strategic capability of theworking group and Steering Group, by engaging key leaders and experts from across HR and the frontline service areas.

An environmental analysis needs to look at the industrial climate and considerations of our existing bench strength.It is also very prudent to clarify the expectations of stakeholders and the purpose of the project, including Key ResultAreas (KRAs).

STRATEGICPOSITION

STRATEGICPOSITION

StrategicCapability

Environment

Expectations& Purposes

STRATEGYINTO

ACTION

STRATEGICCHOICES

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8.1.1 Identification of the Steering Group

Vital to the success of the initiative is the composition of a key stakeholder group, which reflects all interests associatedwith ensuring optimum design and implementation of the initiative, such as senior representatives from the Board /Senior Management Team, RDO representation. The National Director of HR will be the Steering Group Chairperson andhe along with the CEO will engage with the various stakeholders as required.

The Steering Group will:

� Be the key sponsors of the initiative;

� Approve the Succession Management Strategy;

� Agree the implementation plan and communication strategy;

� Oversee the roll out of the initiative;

� Act as a quality assurance mechanism and provide any additional supports required over the course of thedevelopment or long term implementation phases;

� Agree key performance indicators in measuring the success of the initiative.

It is intended that this group will meet monthly in the initial stages as their role in shaping and signing off the SMStrategy is pivotal to system wide buy in. After that, the Group may meet quarterly, or as and when it is required. Whileits membership may change, it is important that a Steering Group is in place for the duration of the design phase andmore importantly for as long as it remains a priority for the HSE. If the initiative is to be successful into the future,this long term senior management commitment is vital.

8.1.2 Identification of the Succession Management Working Group

A Working Group consisting of representatives from across HR and other relevant functions – will be charged withcontributing to design and supporting the strategy implementation as agreed by the Steering Group.

Each member of the Working Group will be charged with contributing to the development and implementation stagesas they relate to their function areas – thereby ensuring that the work is integrated across the relevant functions.

For example, the Working Group will need representation from the following functions to contribute to the project inthe following ways:

� Succession Management – initiative ‘leaders’. This Working Group will be Chaired by a representative of the SMTeam;

� Line Management – to provide input on frontline service/logistical issues and contribute to the identification ofreal life development opportunities for employees within the process;

� Area HR Assistant National Directors (ANDs) – to provide process expertise and to ultimately co-ordinateassessments, development activities and monitoring of progress within their areas of responsibility;

� Performance Management & Managing Information- to ensure the design, format and implementation of PPRfacilitates the identification of talent and inclusion of development plans;

� Recruitment & Employer Branding- to support the internal/external process for selection of successors and alignappropriate initiatives to the SM Strategy;

� Leadership Development; to provide standardised Leadership & management Development education on whichindividual bespoke development can be built;

� Change and Processes – providing development opportunities for people who are managing the change process,supporting a culture of learning and development across the HSE;

� Communications – to ensure that the philosophy underpinning succession management and talent managementis made clear to all employees and other stakeholders, through a focused Communications Strategy;

� Occupational Psychologist – ensuring best practice in the design, development and implementation of assessmentand development processes, job analysis techniques, etc.


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The Working Group may require input from other areas of the organisation from time to time and will report to theSteering Group, providing regular updates etc. The purpose and autonomy of the Working Group will be signed off bythe Steering Group.

8.2 Strategic ChoicesStrategic Choices will need to be made so that every stakeholder across the various levels of the organisation isengaged with the process based on their individual perspective as well as understanding both national and localservice requirement.

Three Elements must be very clear:

� Strategic Business Level; Each area must prepare its own action plan for both Succession Management & TalentManagement, based on local need aligned to national priorities;

� Corporate; Co-ordination and communication of national requirements are priority one in the initial phase;

� Development Directions & Methods: Agreement on the application process, screening and assessment methods(see Appendix 1) and ultimately development opportunities are cornerstones of the process.

8.3 Implementation Phase: Overview of the key steps of the processPutting Strategy into Action; The 3 high level processes are outlined below;

STRATEGICCHOICES

BusinessLevel

CorporateLevel

DevelopmentDirections &

Methods

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Organising

Enabling

ManagingChange

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� The implementation phase must consider the organisation of people and processes and how to manage acommunication strategy, which aims for positive engagement.

� The identification of key enablers such as projects, secondments, etc. are an integral strategic component of thisstrategy, as are links to other Hr processes and initiatives.

� A change management process is needed in terms of ensuring effective Succession Management at the uppermostlevels, underpinned by solid Talent Management Programmes just below this level and down through theorganisation.

Priority Implementation Focus

� Board/Senior Management Team initial engagement.

� Identification of Steering Group and Working Group membership.

� Senior Management Team to engage Area Management on role in process.

� Identify resources available in support of the project (human resources, financial, ICT).

� Finalise strategy and commence communication strategy.

� Commence job analysis on those roles being prioritised for the short term / medium term.

� Identify appropriate assessment / development mechanisms based on the KSA’s identified as being necessary foreffective performance in the senior management roles through the job analysis.

� Identify appropriate development interventions in response to the development needs identified (individual /collective), options may include some of the following:

� Key work assignments / projects;

� Development programmes / academic study;

� Secondment;

� Coaching / mentoring.

� The establishment of a integrated Talent Management Strategy which aims to introduce a mechanism to identifyand develop high potential managers across the wider health management spectrum.

� Managing the change in line with the best practice change model, will improve employee engagement.

� Continuous evaluation of the success of the initiative.

Top 3 hurdles impeding widespread adoption of succession management initiatives

� Agreeing on a clear succession management strategy 57%

� Establishing accountability / ownership among senior management 57%

� Building the skill of senior management to execute the strategy 58%

Source: J. Saba & K. Martin (Oct 2008). Succession Management; Addressing the Leadership Development Challenge.Aberdeen Group. N=310 organisations


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9. CRITICAL SUCCESS FACTORS

� HSE Board and Senior Management Team buy-in and engagement (short term and long term).

� Agreement on a Succession Management Strategy design for the HSE including Action plans for 2010/11

� Union engagement.

� Securing the resources required (manpower, funding, ICT).

� Setting realistic goals, based on the organisations ability to deliver, rather than creating false expectations.

� Effective communication strategy.

� Identification of and financial commitment to appropriate management Assessment / Development Centre options.

� Identification of and commitment to appropriate development interventions following assessment.

� HSE ability to agree mechanisms for priority work assignments, projects and secondments.

Attached Appendix highlights some research in learning from other countries on Succession Management, in additionto the proposed screening process and Integrated SM process outline

Document prepared byMichelle Canny (Occupational Psychologist)Declan HynesJim Fleming

For HSE Succession Management: June 2010


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Appendix 1

Succession Management Screening & Assessment Process

Potential Succession Pool

Questionnaire –Expression of InterestExplanatory note to

pool

Volunteers for SuccessionRecommendation by

Manager – Discussionwith manager/PPR/PDP

Screening Tests 25/30 selected forMAC

ManagementAssessmentDevelopment

Centre

HR

e.g. RDOe.g. Finance

Based on corecompetency set for

Snr. Mgt. Team/RDOs��

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Specific developmentidentifying for

specialisms�

Groups identified for anumber of jobscombinations

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Appendix 2

Integrated Succession Management

NATIONAL SERVICE PLAN HEALTH OUTCOMES

Performance ManagementCriteria

Environmental Analysis

Workforce Planning Strategy, based onOrganisation’s Strategic Need

Assessment Centres

Coaching &Mentoring

Action Plans & Dev Options

Academic Study

Revised Competency FrameworksJob Analysis & Design

PDP

Revised Recruitment Entry Criteria� Graduate Entry� Common Rec Pool

Project Focus/Exposure� PCTs� New regional Structures� Hospital Mgt. Admin Project� New Children’s Hospital Focus?

All interventions to be driven by a combination of evidence based practice, ongoing evaluation & well considered innovation

Specific Plans for Management levels� Senior Leadership Programme� Essential (Middle) Managers Initiative� New managers Prog� Elementary Levels

Knowledge & Skills Management Policy& Protocol

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Appendix 3

Succession Management Initiatives – Learning From Other Countries

Many Public Sector organisations internationally have succession management initiatives in place. Highlights of thekey features of some of those initiatives are presented below for information.

UK

� Senior Civil Service (CSC) in the UK made up of about 3,700 Civil Servants and has been in place since April 1996.

� Aim ‘to have a key cadre of senior people responsible for underpinning collective Cabinet Government, leadingmanagement change and preserving the professionalism and values of the public service.

� Significant efforts to increase the diversity amongst senior Civil Servants and also to open up recruitment at seniorlevel.

� ‘Bringing in and bringing on talent aimed to address the issue in 3 ways:

� by addressing recruitment practices;

� by offering enhanced development opportunities;

� by ensuring greater mobility.

� Focused more on bringing people in mid career and giving them the opportunity to move up into the SCS.

� 1999 Modernising Gov White paper that places considerable focus on leadership training.

� Key aims outlined:

� defining what is needed in terms of leaders and then making the appointments accordingly;

� better targeted training programme;

� creating a more open and diverse Civil Service.

� Cabinet office has developed a new Public Service Leadership Scheme where high performing staff in the CivilService are trained in leadership techniques alongside managers from the wider public sector.

� Participants undertake an assessment, which provides a profile of their leadership characteristics in terms of theirbehaviours, skills, attitudes and general orientation. They then agree a personal learning contract which sets outtheir learning and development goals.

� 6 elements; Foundations event, action enquiry group, network learning event, e-learning, mentoring and exchange.

� A review in 2003 found it to be effective particularly in terms of increased self awareness and confidence,broadening perspectives in decision making, encouraging a consultative approach and developing partnershipworking.

� Mentoring programme put in place focusing particularly on women and mentoring them to help them reach seniorlevels.

� Common competency framework in place.

� Leadership profiles are created for high potential candidates so that individual specific training and developmentinterventions can be made down the road.

� Mobility within the Civil Service and secondments outside encouraged so that people can develop the right kindof competencies and broad perspective to progress to senior levels.

� Professional Skills for Government Initiative

� Civil Service Capability Group helps departments to identify new posts, likely vacancies and potential successors– making sure they continue to have the right capability to achieve objectives

� Senior Leadership Committee also in place – gives individuals the advice and support they need to mange theircareers and meet personal development needs


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� Senior Leadership Committee identifies corporate development needs and recommends programmes to addressthem – the Civil Service Capability Group then commissions the relevant programmes which are delivered by theNational School of Government

� National School of Government - examples of programmes include:

� Open Programmes;

� Accredited Programmes;

� Consultancy & Tailored Services;

� Core Learning Programme;

� Learning & Development for fast streamers.

National School for Government - Examples of programmes for Senior Managers:

� High Potential Development scheme prepares people at Director and Deputy Director levels for the most seniorjobs in the Civil Service.

� Top Management Programme - designed for those with the potential to reach the highest management levels.

� Senior Civil Service Base Camp – to welcome and orientate new entrants to the SCS.

� ‘Top 200’ was set up in March 2006 as the corporate leadership group for the CS. Is made up of the most seniorCS leaders, Permanent Secretaries and Directors General:

� Group meets every 6 months to share best practice and find solutions to cross cutting issues. No. of taskforcesto push forward key challenges including: induction, performance management, diversity, board effectiveness,transformational change.

� Management Development & Business Skills; examples of programmes include:

� Managing People & Performance;

� Essential Management Skills;

� Front Line Leadership & Development;

� Customer Service;

� Managing Resources & Time;

� Information Management;

� Leadership & Change.

� A large programme of work was commissioned in 2003 by the Civil Service Management Board with the aim ofstrengthening the leadership capacity of the UK Civil Service.

3 key areas:

� Improving performance management and moving away from a paper based exercise to career discussionsincorporating 360 degree feedback.

� More active career management through brokered moves to extend personal and organisational knowledge andtime limited postings.

� More investment in training and development with a focus on the feeder grades to the senior levels.


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Australian Public Service (APS) Commission

� Australian Senior Executive Service (SES) created in 1984; Intention that the SES would facilitate the developmentof the skills amongst senior and promising Civil Servants.

� Aim to create a group of senior Civil Servants with a more flexible style that would operate in a less bureaucraticmanner and more independently from central agencies.

� Have in place a development prospectus and a suite of development opportunities for senior managers whichinclude core management programmes and a range of targeted programmes and seminars to address specificskills.

� Executive Leadership Development Programme:

� 8 day programme involving contributing to a project of immediate relevance to the APS.

� Senior Executive Fellowship.

� Executive Coach and Mentor Course.

� Senior Women In Management Programme.

� Career Development Assessment Centre (CDAC) (SHL):

CDAC Objectives:

� To build the leadership capability of the APS.

� To provide an opportunity for participants to discover new skills & abilities through unfamiliar situations andtasks.

� To promote enhanced self-awareness and insight.

� To identify participants’ strengths & development needs & provide strategies to address them

� To guide participants in completing their personal development plan.

� Designed for high performing employees who demonstrate genuine potential for fast-tracking into the SeniorExecutive Service (SES).

� CDAC assesses future SES leaders to evaluate & identify core leadership capabilities.

� Series of challenging workplace scenarios – results driven (challenging workplace simulations).

� Participants measured against Senior Executive Leadership Capability (SELC) Framework & the IntegratedLeadership System (ILS).

Features of the CDAC:

� Runs for 5 days; 3 day centre, 2.5 hr feedback session and a recall day to discuss progress on their developmentplan (after 8 weeks).

� 10 held per yr. Agencies make their own nominations as to who to attend; emphasis on Senior Managers relativelynew to the role / early in their senior management experience, consistent above average performers, committedto their CPD.

� Incorporates a 360 degree feedback questionnaire build around the leadership framework.


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Public Sector Advanced Leadership Programme (New Zealand)

Min. Criteria:

� Candidates need to have been in effective leadership roles for at least 3 years.

� Show high potential to go further as senior leaders.

� Have support from their Chief Executive.

� Have been employed in the PS for at least the past 12 months.

Leaders = ‘people who have leadership roles which are substantial, wither in depth or breadth’

� Batches of 16 candidates.

� 5 day introductory workshop.

� Engagement and support from participant managers NB.

� Cohort Steering Group (Chief Executives & Senior Managers) help arrange experiential opportunities.

� Individual Development Plans / Experiential Learning / Action Learning Groups.

Fee for 3 year programme

4 Groups:

Grp 1: Managers with broad roles which usually include more than one of:

� A National / Regional span, strategy forming / culture shaping for the organisation as a whole

� Having organisational wide impact

� Managing managers

� Working in a medium – long term planning horizon

Grp 2; Managers who have deep roles which are:

� Often at a Regional or local level

� Usually involve large numbers of staff

� Usually involving large budgets

� Often have a strong community focus

Grp 3: Senior Management analysts whose roles are:

� Mostly in central agencies

� Often held by experienced managers

� Not usually responsible for direct line management

� Contribute significantly to the development / monitoring of PS management

Grp 4: Policy or organisational leaders who have ongoing roles, and substantial experience, in leading others in policyor organisational development.


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United States

� Rotation amongst different departments mandatory to facilitate the development of different skills & competencies.

� SES - a group selected for their leadership skills rather than their technical expertise.

� Overall federal executive personnel programme managed by OPM.

� Majority of people appointed within these levels come from within the Civil Service – not very open.

� Selected on merit & must be approved by the Qualifications Review Board.

� Less generalists & roles are more functionally specific.

� No formal succession programme in place.

� Central agency that supports departments in terms of dev and selection of people at these levels – helps coordinateinteragency training programmes.

� Executive Sponsor is a programme to develop candidates for the SES and to ensure ongoing learning once at seniorlevel.

� Effort to increase mobility of people at these levels but has proven difficult (individuals too specialised / technicallyoriented to move positions) – some departments have mandatory rotation programmes – aims to broadenperspective & achieve career enhancement.

� Dev opportunities include core leadership curriculum; seminars on supervisory leadership, management dev,leading orgs and leading change, enhancing assessment skills, coaching, team dev skills and innovation skills.

� Although initiatives have helped develop the skills of senior Civil Servants there is general agreement that ‘theSES has never met its initial objective of becoming an elite cadre which possessed both policy and managementskills, and which was able to transport those skills across agency and programme lines’.

� Each federal institution uses its own methods to select and recruit senior executives, based on a process designedto promote competition between internal and external candidates.

� No formal central succession planning but most federal agencies establish an informal SES pool and invest intraining and career management of their members.

� Each institution appoints a recruitment advisor to oversee the process and the appointments must be validatedby a central Qualifications Review Board.


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Canada

� Evaluated it in 2002 – found that it was successful in meeting its aims – high proportion of people who took partin the programme went on to hold more senior positions in the CS:

� Had helped improve representation of amongst women & minority ethnic group;

� Very positive feedback from people taking part;

� Had resulted in more rapid promotion for participants;

� Has resulted in creating a group of exec with more diverse experience.

Some concerns:

� Important that emphasis is on skill and competency development rather than just more rapid promotion.

� The selection standards for the executive group are set and monitored by the Public Service Commission, anindependent agency. Internal candidates can compete to participate in one of the Public Service Commissionsdevelopment programmes.

� Both internal and external candidates apply to go through a competitive process for senior positions. Usuallyinvolves an initial screening for qualifications, a written exam, panel interview and reference checks.

� Career Assignment Programme develops middle managers for senior appointments.

� Integrated training courses run by PSC

� Have in place an Accelerated Executive Development Programme (AEDP) since 1997.

� Main function of programme was to ensure the availability of well trained Assistant Deputy Ministers.

� Factors driving the creation of this programme:

� lack of executive mobility;

� scarcity of executive development and promotional programmes;

� in light of demographics need to retain executive talent and to build senior executive capacity for the yearsahead.

Objectives of programme:

� Allow the PS to systematically identify and then collectively and actively manage the growth and development ofsome of its future senior exec leaders.

� To allow people to diversify in terms of experience, build their skills and enhance their mobility.

� To contribute to improving the representativeness at senior levels of the executive group.

� Build senior executive capacity in the PS.

� To create a pool of executives with new and different perspectives, attitudes, approached and skill sets ready toassume more senior executive roles.


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Dutch Senior Public Service

� Dutch Senior Public Service (SPS) formally established in 1995 with the objective to ensure professionalism,integrity and quality standards in the public service.

� An open, merit based system to get into SPS, staff members seen as responsible for their own career path.

� All CS in the (SSC) scale 17 and above are automatically entered into their Intertop Systems (an electronic databasethat contains the career details of all senior managers).

� The SPS is managed by the Office of the Senior Public Service, which is responsible for developing, facilitatingand co-ordinating a professional approach to personnel development for this group.

� Ongoing initiatives to improve the diversity amongst this senior management group and also to open uprecruitment at senior levels to outside the CS – increase in the no’s coming in from outside have been seen.

� The General Government Service is the agency charged with recruiting and managing the SPS, All vacant positionsfrom grade 17 upwards must be reported to this service which help the relevant Department of Ministry draw upjob specs, competency profiles and identify candidates.

� Top Management group is recruited differently and a pre selection committee chaired by a personality from outsidecentral government is appointed and charged with drawing up an initial shortlist of candidates.

� External people may apply - get about 10% of appointees from outside.

� Actively encourage applications from women and minorities.

Development Programmes

� Annual meetings are held dedicated specifically to the issues of management development of senior managers.Each senior manager considered individually.

� Office of SPS also plays a role of broker and head-hunter in matching people with development opportunities.

� Identifies several candidates for particular openings and encourages them to apply.

� Information on people comes from Interpol System and from Career Planning interviews the office periodically holdwith SPS members in which career counsellors get information on the career aspirations of people at these levels.

� Strong emphasis on mobility with a requirement for people to move posts every 5 to 7 years.


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Belgium

� Candidates (internal & external) first screened by an independent head hunting firm using standardised tests andinterviews and behavioural simulation exercises.

� Interviewed by a selection committee chaired by the recruiting department’s representative.

� Two parties compare notes and rate the candidate combining internal and external perspectives.

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