Item 7...CIPD Certificate Level 3 in HR or L&D APMP in Project Management (C) APM Intro Cert in...

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People, Performance & Development Committee

18 September 2013

Career Development Framework

Purpose of the report:

To report back on progress made on the career development framework.

Introduction

1) The career development framework project is progressing well.

Development and roll out are on target to meet timescales. Engagement is working effectively and managers are co-operating. The tools and resources have been well received, leaving people hungry for more information on the remaining job families.

2) Please see progress updates to the original topic areas, indicating we are on track to meet the aims and objectives.

Approach and underlying principles

3) Research and experience identifies a number of principles to assist the

timely and effective implementation of the career development framework.

• The framework has been developed by the HR project team, through engagement with relevant service and functional representatives. Feedback from these sessions has been used to hone the framework and tools.

• It has been developed as an overarching framework for career development across the organisation, building on and supplementing any functional or service based schemes that may be developed.

• The job families within the framework are being introduced on a phased basis (see the chart below), allowing content to be reviewed and developed through usage and feedback.

Job Family Completion date (month end)

Business Functions July 2013

Personal & Social Well-being September 2013

Regulation & Technical November 2013

Customer Engagement February 2014

Operational services April 2014

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Aims and Objectives

4) The aims and objectives of the career development framework are:

• To provide an overall framework for career development across the organisation, so that the opportunity to plan and progress careers and build competence is shared more widely

• To support staff development by providing a tool to help employees map their careers and development through the organisation

• To equip managers to have more meaningful career development conversations with their team members to enable employees to develop an active career development plan

• To enable the organisation to grow more of our own talent, leading to a more skilled and motivated workforce and a better balance between internal and external appointments

• To encourage more lateral movement across functional and service areas to help build a more flexible workforce

• To support consistency and equity between services.

Job Families

5) Of the five job families planned, Business Functions (previously

Professional and Business Support) was launched in July and Personal & Social Well-being is due to launch in September. Public Engagement is in draft, to launch in November and Regulation & Technical and Operational Services will follow at quarterly intervals.

Tools and Resources

6) By next year each job family on the website will contain the following tools:

a) Job family descriptions (Appendix 1)

b) Role summaries (live Business Functions sample page at Appendix 2)

c) Learning and development offer (live Business Functions version Appendix 3)

d) Sample job profiles (Business Functions now easily accessible to staff, managers and HR professionals)

e) Links to service/profession career schemes

7) Over arching resources on the website consist of:

a) Guidance for colleagues to organise work shadow/experience opportunities (example at Appendix 4)

b) Example case study – step-by-step guide (Appendix 5)

c) Career journey stories

d) Career Coaching

e) CV and Interview skills course, e-modules and templates

f) Career Development e-module

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Using career pathways

8) To help colleagues understand how to use the information to create their

own career pathways, we have designed an example case study, which provides a step-by-step guide through the process. (Appendix 5)

9) Managers and HR colleagues are already benefitting from using the role summaries for succession planning, for one-off job profile changes and for larger structural changes. We are also considering aligning proposed job profiles to the role summaries, which means, that in some cases Hay panel members will be able to sign-off matching job profiles, reducing the requirement for managers to attend a Hay Job Evaluation panel.

10) We are continuing dialogue with service and HR colleagues about links to service profession career frameworks and progression schemes. A few have already been identified and we are encouraging these services to publish these on their own pages for us to signpost to.

11) Links to pay have been established and are ongoing with Children Schools and Families HR Relationship Team in regard to children’s social worker pay.

Communications and Engagement

Engagement

12) Over 50 engagement sessions have been undertaken, comprising heads of service, senior and business support managers, business support staff and HR & OD colleagues from each directorate. These have been through a combination of one to ones and senior management teams, EDGE (staff matters service representatives), building user and service engagement groups, and other existing meeting forums and roadshows.

13) Close working links have been maintained with HR & OD colleagues to ensure information is joined up in relation to connecting topics ie appraisals, coaching, Supporting You, learning and development.

14) Role Summaries have been written in accordance with organisational values and behaviours. Engagement discussions have enabled us to emphasise that progression is based on employees adopting council behaviours and values.

15) The feedback overall has been really positive, conveying a sense that this has been long awaited. People have really connected with the tools, taking the opportunity to talk about what they are already doing. Many have taken the tools to use immediately for appraisals and one to ones, both for themselves and as managers, to aid development discussions. (See sample comments at Appendix 6).

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Communications

16) My Career externally facing website was launched in July and we have agreed a communications campaign to continue with mid monthly SNet news items for the duration of the project. The August news item was based on feedback from the July roadshows, building user groups and service engagements. It focused on showcasing the variety of jobs that sit under business functions with hints and tips for career development.

17) The job family descriptions shown at Appendix 1 have proved extremely popular at the roadshows. Many colleagues were unaware of the diverse range of services that exist across the council, and the potential for alternative career paths. There is a surprising appetite to move between services and directorates.

18) Feedback from the Communications Team was that stats were very

impressive, with over 1000 hits on the news item and more than 1200 hits

on the external website. They felt these were really good figures and

demonstrated the success of stories run on real feedback from staff

through engagement.

Conclusions

19) The project is progressing well and on track.

20) Engagement approaches are proving effective. Building in improvements from feedback received.

21) The tools and resources have been well received. So much so, people have been keen to take and use them immediately.

22) The tools are aiding career development conversations, action planning and succession planning.

23) Information is transparent and accessible.

24) Communications are impressed with SNet and site hits.

25) Current measures are as follows a) SNet and site hits – see 16) above b) Engagement feedback – see 13) above c) Employee Survey improvements – await next survey

26) Other measures being explored via SAP are: a) Movement between services/directorates b) Number of promotions c) Ratio of internal : external appointments

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Financial Implications

27) If this initiative can help the council grow more of their own talent by assisting employees with career progression, there will be savings in recruitment, induction and training costs, and increased motivation leading to higher productivity.

Equalities Implications

28) We have used briefing sessions with managers to encourage them to think about how to create more flexibility, greater opportunities and choice for all eg

a) To consider impacts of apprentices and staff having to jump several grades to secure permanency or progression.

b) To consider reducing gaps and create career ladders by taking lower end tasks to create intermediate roles and reducing higher level posts.

c) To consider if full time posts are always required and where more opportunities for part time or flexible ways of working can be achieved.

Risk Management Implications

29) More transparency may encourage more requests by employees for upgrades. However, there have been no requests so far.

30) Employees are being made aware that the use of career pathways does not guarantee either promotion or horizontal moves. Close working with Communications has helped to convey this more effectively.

31) No issues have been raised so far in relation to the irregular width of some of our grade bands evident in some of the role summaries.

Recommendations:

To continue with development and roll out of the remaining job families.

Next steps:

a) Continue dialogue with existing stakeholders, to keep them posted of

developments and build in feedback.

b) Engage services for development for remaining job families to ensure

content is representative and resonates well with colleagues.

c) Roll out remaining job families

------------------------------------------------------------------------------------------------------- Report contact: Carmel Millar, Head of HR & OD

Matthew Baker, Deputy Head of HR & OD

Contact details: email: [email protected] tel 02085 419824 [email protected] tel: 02085 419821 Sources/background papers: [List of all documents used in compiling the report, for example previous reports/minutes, letters, legislation, etc.]

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Job Family Descriptions

Appendix 1

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Appendix 2

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Appendix 2

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Managementand leadership

development

available

Standard SCC Induction Modules

Grade 9-10 Grade 11-13 Grade 6-8Apprentice – Grade 5

Business Functions

Learning & Development

Speed Reading (C)

Minute Taking (C)

Data Protection Aw (E)

Using Search Engines (E)

Lotus Notes (email) (E)

Managing your priorities (E)

Mentoring / Networking / Shadowing (see below for guidance)

Delivering Presentations (C)

Book though MyLearnng

Organise yourself

Link to other pathways

Qualification

E-Learning

Classroom based(C)

(E)

CV & Interview Skills (C), Writing a CV (E), Career Development (E), Prepare for a competency based interview (E), Completing a job application form (E), Choose a coach from the Coaching Pool

Career Development

Personal resilience at work (C), Dealing with challenging situations (C), Being assertive at work (C), Creative problem solving (C), Making the most of your time (C)

Personal

Effectiveness

Chairing meetings (C)

Fundamentals of Project Management (C)

Introduction to Lean (C)

Introduction to Coaching (C)

Introduction to Procurement(C)

CIPD Certificate Level 3 in HR or L&D

APMP in Project Management (C)

APM Intro Cert in Project Management (C)

ME

ILM Level 2 Team Leading (C)

Business & Administration Certificate / DiplomaLevel 2, 3 or 4

Business &

Administration

Delivering Customer Service (C)

Customer Service Certificate / Diploma Level 2, 3 or 4Customer Service

ILM Level 2 Effective Team Skills (C)

Advice & Guidance Certificate Level 3 or Diploma Level 4 Advice & Guidance

ILM Level 3 Coaching (C)

demonstrates responsibility

Appendix 3

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Guidance: work shadowing and work experience

What is it?

Work shadowing is seeing the work of a particular team through

their eyes, by observing typical activities. Work experience is

having a task of your own within a particular team. Ways it can

be organised include:

• One-off arrangements, e.g. a day or week spent with a team

• A number of short sessions spread out over a period of time

• Virtual - work sent and discussed over phone or email

What are the benefits?

� Gives insight into a certain area of work

� Generates ideas about how to improve working practice

� Excellent networking opportunity

� Provides a different perspective for both parties involved

� A chance to see if a particular area of work is suitable

� Can reveal transferable skills and identify areas for

development

How can I organise it?

Step 1: Research

The first step is to do some research. Build up a good

understanding of the area that you would like to shadow or gain

experience in. Consider why you would like the opportunity,

what you want to achieve and what can you bring to the host

team. Use all available sources of information, such as:

• S:Net, including directorate pages the staff directory

• Surrey County Council’s external website

• Org Chart

• People you know

Step 2: Discuss

Once you have a clear idea about what you want to do and why, set

aside some time with you manager to discuss it with them, as part of

your development plan. Agree the details, including:

• Your objectives, whether it’s shadowing or work experience

• The team or service and who to contact to arrange it

• How long you can spend on this activity

• The most suitable time for you, your team and the host team

• How and when you will review the experience

Step 3: Organise

Once you have agreement with your manager, contact the relevant

team and make arrangements with them. Fully prepare for the

opportunity - be clear about your objectives and consider what

questions to ask.

Step 4: Do

During the activity itself, stay focussed on what you want to achieve.

Make notes, mental or written, about your experience and ask

questions that arise.

Step 5: Reflect

Set aside some time afterwards to reflect on the activity. Ask for

feedback from the team you have shadowed about the work you have

done or been part of. Discuss how the shadowing went with your

manager. Agree any further steps as part of your development plan.

Consider:

• What you have learnt

• What you will do differently as a result

• How you might maintain the network you have developed

Still need some help?

If, after following the above advice, you are finding it difficult to make your work experience or shadowing arrangements, get in touch with

My Helpdesk HR, either by email (My Helpdesk HR/CAE/SCC) or by telephone on 419000 – option 1.

Appendix 4

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Jess looks at the job families and is interested inBusiness Functions.

Jess searches the role summaries . She finds she has many of the skills to progress, which are common to many other roles. She looks at the profile for a performance officer role and needs to develop her project

management skills.

Jess checks the learning and development offerwhere she finds project management courses, guidance to arrange work experience , a career planning e-

module and coachingopportunities

Jess makes a career plan, which she discusses with her manager. They agree that Jess can book her course, a career coach, and arrange some work experience .

Jess sets up a day of work experience with Policy & Performance Service

Jess continues to develop the skills identified in her career plan. When vacancies arise, she applies until she successfully secures a position, and continues on her career journey...

Case Study: Jess

Jess works as an Information Assistant for Children’s

Schools and Families Directorate. She is really not sure

how she could develop her career or what opportunities

may exist across the council...

2

3

4

1

Appendix 5

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My Career - Comments on the tools...

The L&D Offer has been

great . It highlighted

areas not considered

before and training we

thought we could not be

sent on.

The Role summaries

helped us understand

there were many other

roles suitable to

existing skills and

experience and

stopped us feeling so

pigeon holed.

Really useful for managers

and individuals to use... in

appraisal development

discussions, really helping

us to focus.

My Career is not only for those who want to develop their careers but also for those who simply want to be better at what they do.

This is excellent. It

gives people the

freedom to do

something different

There's someone I

know that could use

this now.

Good for

opening up silos

and creating

more fluidity.

It’s great to see

behaviours

embedded as

skills in the role

summaries

Great for

succession

planning. Shame

we didn’t have it

for PVR!

Really helpful

in encouraging

people to think

cross

organisation.

Really helpful to encourage people to think more broadly in terms of how to use transferable skills.

Really helpful to see

what's available, time

saving, supportive, staff

focused and time to

talk it through with a

coach.

For work experience, we’ve been sharing cases between HR teams to gain insight and experience to dispel myths about the differences and for people to see similarities.

Appendix 6

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Item 7...CIPD Certificate Level 3 in HR or L&D APMP in Project Management (C) APM Intro Cert in...

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