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Charles Obazuaye. Assistant Chief Executive, HR. Talent Management - the big picture. Age profile of workforce with significant % of senior post holders ( top three tiers) nearing retirement A cascade of retirement dates within management tiers below senior level

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Charles obazuaye

Charles Obazuaye

Assistant Chief Executive, HR


Talent management the big picture
Talent Management - the big picture

  • Age profile of workforce with significant % of senior post holders ( top three tiers) nearing retirement

  • A cascade of retirement dates within management tiers below senior level

  • Perception of high external fill rate to senior posts

  • Challenge of change & leadership skills needed in local government

  • Changing the culture

  • Succession planning versus equalities

  • Funding source – LPSA money


Lack of talent or lack of courage
Lack of Talent or Lack of Courage

“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it”

Peter Drucker


Talent Management – Holistic Approach

Talent Management

Talent

Pipeline

Reward &

Recognition

Leadership

Values

REAL

Values

  • National Graduate Scheme

Bromley Oscars/Stars A Night to Remember!)

  • Internal Management Trainee Scheme

REAL

Competencies

Thank You Culture

  • Future Leaders’ Programme

Employment

Processes

Ideas Aloud!

  • Local PI - % of internal fill rate


Creating a talent pipeline

Leadership Values

Respect

Empower

Ambition

Learn

Leadership competences

Performance Appraisal & Development

Recognition & Reward

Recruitment & selection


Real leadership competences
REAL leadership competences

  • Leadership is not a function of status or position - we are all capable of leading; however all managers in Bromley should be able to lead

  • Staff workshops to explore values and associated behaviours

  • Draft competence profile – ready for consultation (9 competences)

  • Draft implementation plan – CEX road shows; workshops to remove barriers


Performance appraisal development
Performance Appraisal & Development

  • Refocus PRP scheme on key objectives

  • Introduce 180º

  • Extend management trainee scheme to encourage internal talent

  • Introduce leadership development programme

  • Update and enhance our Management Development Strategy

  • Integrate REAL competences

  • Use 360º appraisals for some groups of staff


Management trainee scheme
Management trainee scheme

  • Joined the national graduate scheme

  • Extended concept to identify ‘internal talent’ to run in parallel

  • Extend scheme to encourage people with disabilities into management


TALENT PIPELINE

External job market

External National Graduate scheme

Performance culture based on shared Leadership values


Assessment Centre: OPQ, EI, etc

Core Development

Elements:

REAL Values and competences

Personal Dev Plan & mentoring

Personal Development: tailored activities

Organisational Development: mandatory element

Future Leaders Programme – 18 months

Programme preparation: briefings of participants and managers; training of mentors

Programme completion:

Mentoring support to next group

Network events

Post assessment centre: feedback with chief officer involvement

Develop personal development plan

Progress review: 4/5 monthly review meetings, use of 360º techniques

Secondments, corporate projects , etc


Reward recognition
Reward & Recognition

Bromley stars – 9 awards linked to our values – nominations by the staff

Flexible use of honoraria

Recognition awards (based on a non consolidated payments)


Recruitment selection
Recruitment & selection

  • REAL concept integrated into

    • recruitment literature

    • induction of new staff and newly appointed managers

    • management training

  • Integration of competences into job descriptions/person specifications

  • Integration into recruitment interviewing practices



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