Great leaders do not create followers, they create

more leaders – Tom Peters

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The Academy Talent Vision:

All our staff will have the confidence and capabilities to work and lead in complex

environments. Diverse people will work together and capitalise on their individuality to

innovate and excel.

We are driven by our beliefs:

All teachers and support staff can be great with the correct support, training and

given time

We know our professional best and this strategy will be effective as it is planned,

delivered primarily in house and will respond directly to needs of staff and the

Academy

Professional Development is a continuous process

As such we will:

Ensure that the Academy has a talent pipeline in readiness for future challenges – one which

maximises the potential of both new and existing staff. It will provide them with the potential

to realise their dreams and develop their talents, through succession planning, opportunities

to work across the Academy and talent management and development activities.

Overview

Planning for the recruitment, development and retention of school leaders is essential. The

Academy will ensure potential leaders have the right skills for modern academy leadership.

The main challenges of talent management currently experienced by the Academy are:

a pattern of increasing senior retirements

a shortage of aspiring heads in certain school phases and sectors

continued underrepresentation in headship of women and those from minority

backgrounds

unpredictability over headship aspiration and early retirement behaviour as policy

and pensions change

budgeting constraints

reduced numbers enrolling on teacher training and viewing teaching as an attractive

profession.

These challenges give schools and academies the opportunity to work together in

partnership to develop aspiring talent.

This policy should be read in conjunction with the Professional Development Policy.

Support Staff

Employees should note that whilst the terminology below focuses on teaching staff the

Academy considers talent management in respect of support staff equally important and the

same key principles and processes identified below will apply equally to all members of staff.

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Identifying talent

Leaders in all settings have a responsibility to identify and nurture leaders of the future - with

the needs and demands of the Academy in mind.

Good leadership qualities

To identify talent it is necessary for those leaders to understand the qualities needed to

undertake leadership tasks. Good leadership skills and qualities include:

“values” driven

reflective classroom practice

resilience, and the ability to bounce back from set-backs and day-to-day challenges

the ability to influence colleagues and use their insight to see things from different

angles

the courage to take risks and to learn from the outcomes

having a good work-life balance, with opportunities to develop as an individual

the ability to work flexibly, beyond a comfort zone

being optimistic and having a positive outlook

having effective communication skills

the ability to build positive relationships

Informed decision making

The ability to communicate vision

Strategic and analytical thinking

Use of QA and evidence (both internal and external) to secure improvements

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Spotting leadership potential

All leaders will have a termly coaching meeting with their Line Manager. Where a leader

feels they may have identified talent, that colleagues leadership potential should then be

assessed or measured by undertaking any one or more of the following:

a simple informal conversation with colleagues to identify aptitudes and aspirations

looking for that spark at the recruitment stage by asking pertinent questions about the

candidate’s interests and aspirations

external assessment centres and psychometric testing, which can provide informed

and impartial judgements on an individual’s performance and future potential

regular performance management reviews

career progression interviews

self-nomination

360 degree assessment

A number of the above measures or assessments may be recorded in Bluesky to form part

of the member of staff’s portfolio of evidence.

Benchmark process

The Academy, via SLT, will regularly reflect on its progress in regard to Talent Management

to ensure we:

place a high priority on the development of our leadership team

have a process in place for identifying and managing talent

distinguish between the variety of behaviours and competencies required for different

roles

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offer objective feedback to staff on their behaviours and competencies

carry out professional development reviews leading to individual action plans where

appropriate

proactively manage the careers of talented individuals within the school

The Academy Commitment

Our talent management strategy is visible and available to all staff. Staff should feel able to

talk with their line manager about their career aspirations. Every member of staffs’ potential

is valued and recognised. Developing talent is a priority for our Academy.

A potential career pathway for teaching staff is included at Appendix One for illustrative

purposes.

Developing talent

Once members of staff with leadership potential have been identified, we will consider

through the staff members line manager, what steps to take to meet those aspirations. There

will be opportunities for teaching staff, support staff and the governing body.

Developing leadership potential within the Academy can lead to wider benefits for the whole

setting. Staff turnover can be lower as individuals become more enthusiastic, motivated and

committed to the school.

Other benefits include:

the encouragement of innovative practices and continuing professional development

of all staff

observation of good practice and innovation in partnership schools by prospective

leaders on secondment

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adding value to school improvement agendas and building capacity to meet those

demands

promoting a culture of high aspiration and expectation within the school - for staff, as

well as pupils

better outcomes for pupils

Diversity

Diversity is at the heart of our succession planning strategy so as to create a strong and

robust leadership team that builds and maintains equality.

The Academy will take the following steps to ensure that diversity is embedded into its

succession planning strategy:

Leaders, governors and management

1. Governors and the senior leadership team are aware of the Equality Act 2010

requirements.

2. The HR Manager will collect workforce data annually and analyse.

3. SLT will ensure action is taken to address inequality where evidence shows it exists.

Recruitment

The HR Manager will ensure:

1. Internal candidates from under-represented groups are encouraged to apply for

promotion, offering support with the completion of application forms and given clear

interview feedback.

2. The Academy has an effective marketing strategy in place to ensure significant levels

of applications for senior posts from candidates from under-represented groups.

3. The selection and recruitment processes are screened for bias.

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4. Shortlisting and interview panels are made up of individuals from diverse

backgrounds.

5. Recruitment takes place in accordance with the Recruitment and Selection Policy.

Retention

SLT and line managers will:

1. Ensure that all staff feel valued, are able to be themselves and that their contribution

matters and their voice is heard.

2. Run an annual staff satisfaction survey and analyse results.

3. Encourage all staff to develop a healthy work-life balance.

Ownership

The following will lead and take ownership of this strategy:

1. Principal – to overview and support implementation

2. SLT – to provide direction for future strategic decisions and drive organizational

commitment

3. Human Resources –

a. To integrate and align the strategy with other key strategies

b. Drive cultural change within the Academy

c. Identify and articulate future needs

d. Evaluate and report on the effectiveness of the strategy.

4. Line Managers

a. Demonstrate a commitment to the strategy by incorporating it into their

management plans

b. Facilitate and support opportunities for staff to develop and transfer across the

organisation

c. Ensure talent management is linked to the performance management process

d. Identify and articulate current and future business needs

e. Deliver effective leadership practices which engage and encourage staff

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5. Employees

a. Be prepared to work across the organisation and develop transferable skills

b. Take responsibility for their on development and career progression and ensure

career aspirations are highlighted and discussed during the performance

management process or in accordance with the Professional Development

Programme

Strategy Implementation

The scope of this strategy covers an ongoing period however the strategy will be reviewed

annually.

The above mentioned parties will work together to:

1. Undertake an analysis of current talent initiatives

2. Identify gaps in existing provision

3. Put plans in place to address the gap identified

4. Develop a plan for succession management

5. Monitor and evaluate the strategy to identify if the strategy is delivering benefits to

the Academy and individuals

6. Embed career pathways to provide transparent opportunities for progression

Summary

The Academy aims to have a fully integrated and embraced approach to talent management

that is accessible to all.

This strategy outlines how this will be delivered to ensure:

1. Talent Management supports organisational and individual objectives.

2. We have a responsive and flexible workforce.

3. The strategy is structured, monitored and evaluated.

Any questions regarding this strategy should be directed to the HR Manager.

APPENDIX 1 Potential Career Pathway

Teaching Staff

ITT

NQT

RQT

Aspiring Middle Leader

Middle Leader

Aspiring Lead

Practitioner

Aspiring Senior Leader

Senior Leader

Aspiring

Head

Head

SJA ESW ESW Ind. TKW / MLD Ind. SLT Mentor Ind. Ind. Ind. Bespoke induction programme for all new staff (HR)

ITT Programme

NQT Programme

Rolling programme of bespoke CPL (ESW, HR & ind.)

Coaching (TEG)

Tailored best practice visits dependant on requirements (Ind. led)

Networking meetings where appropriate (RTSA)

Secondment / Shadowing Opportunities in partnership schools including primaries and Alternate Provision

RTSA and LA training

Teaching and Learning Workshops

Lead Mentors

PD Groups

NPQML internal

equivalent

Middle Leader Training *

SLE opportunities

NPQSL internal equivalent

Job rotation & shadowing

NPQM

Internal conferences

Associate SLT Secondment

RTSA, SSAT & ASCL conferences

UPR Projects

Aspiring Senior Leader

Programme **

Executive Head Course

OFSTED training

* To include: securing impact from QA, writing an effective improvement plan, difficult conversations / soft skills, budget training

** To include: application through to interview, employment / legal knowledge all SLT need to know, extended safeguarding training, whole

school finance.

Internal / External