Blending task-driven and relationship-focused leadership. How do you transform management culture after a major organisational merger.
National Offender Management Service (NOMS) / Ministry of Justice (MoJ)
Talent & Career development
Beyond Boundaries
Developing talent and learning agility across the Civil Service
Civil Service / Government, Skills and Curriculum Unit
-
2000 +
learners have gone through the programme
-
50 % +
of learners moved into new roles
-
19 %
average increase across all self-assessed personal evaluation questions, across all grades
-
4.5 /5
for workshop & facilitation quality
The Challange
The client sought an intervention to develop diverse talent across government, ensuring the right people were in the right roles with the necessary skills, capabilities, strengths, and networks. The aim was to enhance learning agility by encouraging an open, receptive mindset towards self, others, and complex issues. This would help leaders navigate the unknown and often paradoxical challenges of the future. The programme aligned with the Government’s priority of levelling up across the UK, increasing mobility, and creating opportunities for all.
The Solution
We partnered with the Civil Service Government Campus and KPMG over the past 4 years to design and deliver a 12-month annual talent programme.
Our approach included ‘collaborative design spaces,’ where we worked closely with the client, key stakeholders, and our design team to ensure the programme was fit for purpose and aligned with desired outcomes. The blended, self-managed talent programme ran over 12 months and included:
- A launch and celebration event
- 4 workshops integrating career management and leadership skills development
- 3 Action Learning Sets
- 2 x 121 coaching sessions
- Action Inquiry
- Mentoring
- Self-assessment using the Learning Agility Personal Evaluation Tool (PET) pre and post-programme
- Final presentations showcasing learning, progress, and growth in learning agility
- A networking closing event
We have seen the programme ignite a newfound confidence in people to continually develop themselves, seek new opportunities and challenge perceptions. Many have gone on to gain successful promotions or moves into roles more suited to their abilities, which helps to improve productivity and performance. The cross-government nature of this programme has encouraged people to build stronger and wider networks, enhancing diversity of thought and experiences.
Rachel Peck, Head of Entry and Progression Routes, Civil Service
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