Taiex kyiv master

Management of the System for Professional Training of Civil Servants

Dr Ian Hesketh

Ann-Marie Bull

FCMI CMgr

MA HRM

Honorary Researcher Lancaster University Management School

Chartered Fellow CIPD

Visiting Fellow Open University Business School

http://ambhrconsulting.co.uk/

HR Consultant

Civil Servant UK

Civil Servant UK Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Day 1: Thursday 23 March 2017 Aims of session 1

To explore…

• Main approaches to creaCng a network of educaConal insCtuCons and the training and professional development of Civil Servants •

Structuring the framework in the Civil Service lifecycle

•

Civil Service Competency Framework

•

ConCnuous Professional Development Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants A World-Class Government CommunicaAon Service

“Aspire” Programme – Developing Leadership Capability at all levels…

hLps://gcs.civilservice.gov.uk/

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants Structuring the framework in the Civil Service Lifecycle

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants MeeAng the Challenge of Change A capabiliAes plan for the Civil Service set out how we are going to achieve this • Talent stream which idenCfies and develops new recruits at apprenCce and fast stream level through to the most senior civil servants.

• Established a secondments scheme so that some of our most talented civil servants can experience working in the private sector, and in turn enable private sector secondees to work within the Civil Service.

• Ensuring that people understand and act on their own development needs – last year nearly three quarters of civil servants assessed their skills against the Civil Service Competency Framework.

hNps://www.gov.uk/government/uploads/system/uploads/aNachment_data/file/332915/ The_CapabiliCes_Plan_2014_Annual_Refresh_v0e.pdf

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants Civil Service Competency Framework

Dr Ian Hesketh & Mrs Ann-Marie Bull

www.civil Service competency framework - GOV.UK

Management of the System for Professional Training of Civil Servants Enablers – ConAnuous Professional Development Exit and Returners – to the Workforce Career Changes Event – Department for Business, InnovaAon & Skills § Women Returners is partnering with the UK Central Government to launch a Career Changers Event (July 2016) for finance, legal and commercial professionals who have taken an extended voluntary career break and are now looking to return to the workforce. § The event is parCcularly suitable for people who have significant experience within the private sector and who would be interested in transiConing into the public sector.

Target ParAcipant Profile The event is targeted at experienced professionals with: § An interest in working in the public sector. § Significant professional experience in finance, law, tax, commercial, negoCaCons, relaConship management or consulCng, prior to their career break.

Dr Ian Hesketh & Mrs Ann-Marie Bull

hNps://www.civilservicejobs.service.gov.uk

Management of the System for Professional Training of Civil Servants The CapabiliAes Plan Defined capabiliAes as the coming together of structures, processes and skills…How? • This is about how we source skills, buying and borrowing them, as well as building them; about how we deploy skills; and about how we organise ourselves to make the most of our capability across the whole of government.

• Drawing on central expert services, such as CSL, SCS recruitment service, OrganisaConal Design and Development team, Crown Commercial Service, Government Digital Service and Major Projects Authority to support departmental capability and delivery.

• Embedding cross-government tools such as the Competency Framework to underpin consistent performance management, recruitment and promoCon systems.

• Embracing the Corporate Talent Strategy, fostering growth of the Civil Service High PotenCal Stream (CSHPS), and supporCng talented individuals to engage with our corporate secondments programme to facilitate interchange with the private sector.

• Working collaboraCvely to share our experCse between teams, within departments, across government, professions and with other sectors.

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Day 1: Thursday 23 March 2017 Aims of session 2 Explore the funding sources and mechanisms of professional training system of civil servants

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Funding sources and mechanisms of professional training system of civil servants Hire Leaders Not just people..

• Global Talent premiere talent sourcing product for leading organisaCons, and one of the best ways in which we bring value-based leadership to the world.

• Leadership programme brings innovaCon, local and global perspecCves, and funcConal experCse to provide organisaCons with a compeCCve edge when it comes to talent and leadership pipeline.

hNp://careers.sellafieldsite.co.uk/graduates-placements/graduates/applicaCon-process/

Management of the System for Professional Training of Civil Servants Example of how a graduate scheme can work across EducaAon and Civil Service

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants CollaboraAon Build learning into the core of your organisaAon

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Latest Advancements MOOC’s and BOC’s

Management of the System for Professional Training of Civil Servants hNps://www.futurelearn.com/courses/an-introducCon-to-public-leadership

Management of the System for Professional Training of Civil Servants

Latest Advancements - Evidence Cafes

Management of the System for Professional Training of Civil Servants

EBP SuggesCon is that adopCon of an evidence-based management (EBM) model will reduce “research-pracCce gaps” (Rousseau, 2006)

Evidence-based management (EBM) means managerial decisions and organisaConal pracCces informed by the best available scienCfic evidence (Rousseau & McCathy, 2007)

Given the powerful impact leaders’ decisions and behaviours have on their organisaCons, individuals and the public, competence in decision-making is a criCcal factor for organisaConal success

Management of the System for Professional Training of Civil Servants

EBP

Evidence-based management1 is about making decisions through the conscienCous, explicit, and judicious use of four sources of informaCon: 1.

2.

3.

4.

PracCConer experCse and judgement Evidence from the local context A criCcal evaluaCon of the best available research evidence The perspecCves of those people who might be affected by the decision

Management of the System for Professional Training of Civil Servants

Day 2: Friday 24 March 2017 Aims of session 3 To Explore…

§ Main approaches to assessment of quanCtaCve and qualitaCve needs in training

§ Approaches to survey design and observaConal research – and appropriate techniques § Preparing for training programs – procedure, content and latest advancements and trends § Professional development standards of civil servants and local government officials § The Civil Service Framework – values

§ Cultural Change - set direcCon, engaging people and delivering results Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods Topics covered: Purposes of (and dierences between) both quanCtaCve/qualitaAve research; sampling QuanCtaCve and QualitaAve research: an overview of some methods and techniques, bearing ethical/ poliCcal issues in mind What might be the ethical issues faced by the qualitaAve researcher?

Example: Dads, mums and work life balance Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

QuesCons for the researcher

1. Underpinning everything you do: What is my research quesAon? What am I trying to find out and why?

2. What is the populaAon I am interested in? Who might provide the informaCon I am seeking in order to answer my quesCon? (Sample)

3. How many of these people do I need in order to answer my quesCons? And where might I find them from? (SelecCon of sample) Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods QuanAtaAve research; purpose and context: Within social trends, to detect and gauge significant differences and variaCons To be able to generalise beyond the context of sample To measure the degree of relaConship between certain variables (e.g. relaConships between diet, income and obesity; poverty and illiteracy, gender and leadership, safety compliance and accidents etc) To establish causality: people who smoke heavily/are exposed to cigareNe smoke, are predisposed to get lung cancer (this finding impacts on organizaConal policy) Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods: Quant Purpose of quanAtaAve research • To idenCfy numbers and percentages (eg age profile, numbers of disabled workers, ethnic minority staff etc) • Dealing with large numbers, to measure broad (oren demographic) trends and/or make decisions • Recording of ‘official’ staCsCcs’ for example numbers of hours worked/numbers of unemployed/pay • To record individual behaviour through a structured observaCon schedule eg passenger flows on the tube • Usually but not always indicates a posiCvist approach Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods Advantages of quanAtaAve research: Can provide broad measurements, broad pictures, demographic trends and may consolidate establishment of causal relaConships. A good way of dealing with very large numbers.

Might precede research/aNract funding (for example helping establish your problem is significant) e.g. #’s of accidents within the workplace and the benefits of/need for new safety gear/ machinery/transport

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods Disadvantages of quanAtaAve research: • Doing this well can be costly. Psychological instruments e.g.

ASSET can take years to develop and to validate.

• QuanCtaCve studies may pick up extremes, but nuances are hard to establish eg job saCsfacCon: ‘my job is OK’ • Not always ‘objecCve’ – people can and do quote ‘numbers’ to get their own way!

• Not easy to idenCfy and explain why people behave in certain way or how they feel about things Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods • Problem of meaning: people may vary in their interpretaCon of key terms in a quesConnaire. Pilot!

Especially if doing quan;ta;ve research in your own company or field the following apply • Social desirability effect: people say what they think you want to hear/avoid the nuances (i.e. ‘My job is OK’;) • QuesAon threat: Some quesCons may appear threatening resulCng in ‘benign sabotage’ (or fibbing!) e.g. ‘I always follow safety procedures’ – ‘strongly agree’ • Using qualitaCve research, people more likely to discuss problems because they can qualify and explain Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods

QualitaAve research – purpose of ‘Social theory has to be useful and useable; it is not an end in itself. The vexa9ous fact of society has to be tackled in theory for prac9ce’ (Margaret Archer 1995) Purpose of qualitaCve research is to ‘bring into the daylight’ the social pracCces and lived experiences of everyday life for the purposes of informing and, where relevant, influencing social policy and pracCces (Sam Porter 1998).

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods

Purpose of qualitaCve research: to explore what may be hard to achieve in quanCtaCve research • To delve ‘beneath the surface’ of demographic trends • To gain deeper understanding of the context within which the researched are operaCng • To understand the reasons why people behave as they do To understand how individuals experience events and how they feel about things Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Research Methods Disadvantages of qualitaCve research • • • •

May be criCcised if sample is small May be criCcised because sample not representaCve May not be repeatable Results may be sensiCve/contenCous/ threatening for some groups (delving beyond ‘My job is OK’) • May be seen as subjecCve • Can be hard to learn to do well – depends on skill of interviewer/ facilitator • Can be difficult to research groups different from yourself Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Duty of care towards others Be aware of how you and/or others use ‘confidenCal’ informaCon Think about what you are going to use the informaCon for and in what contexts Beware guarantees – anonymity might be beNer than confidenCality Think through at outset issues of Intellectual property so you can publish/protect your work

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

References Bryman, A and Bell, E. (2003) Business Research Methods, Oxford University Press Easterby-Smith, M., Thorpe, R. And Jackson P. (2008) Management Research Eriksson, P. and Kovalainen, A. (2008) Qualita9ve Methods in Business Research, Sage.

Gatrell, C. (2006) Managing Part-Cme study, Open University Press Mason, J. (2002) Qualita9ve Researching, Sage, London Saunders, M, Lewis, P and Thornhill, A (2006) Research Methods for Business Students, Pearson Silverman, D., (2011) QualitaCve Research, Sage Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Day 2: Friday 24 March 2017 Aims of session 4

The content and procedure for preparing of training programs Training Programs, latest advancements and trends Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

• Discuss the changes in Training Programmes in the public sector and the advantages of those changes • Outline the idenCficaCon of Training Programme requirements • Consider what this will mean in relaCon to training and development for staff • Examine modern training programmes

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Preparing for training programs – procedure, content and latest advancements and trends

The 2013 Annual Skills Review told us that as well as building the levels of experCse within the profession, many departments need to build the awareness of their sta in project delivery.

This is awareness not only of project tools and techniques, but of the impact of other work, such as policy, legal or contract management, on the delivery of projects.

Example next slide of a training programme designed from organisaConal requirement.

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Career management is deďŹ ned as: ‘Planning and shaping the progression or movement of individuals within an organisa9on by aligning employee preferences, talent and poten9al with organisa9onal resourcing needs both now and in the future.’

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Content Appraisal/ Development objecCves

PromoCon/ specialists

Dept skills Local skill needs

Career Development

Talent spoxng

Individual needs

Workforce Planning Skills gaps

Management of the System for Professional Training of Civil Servants

Procedure

SpeciďŹ c Measurable Achievable Relevant Timed Evaluate Review Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Preparing

Job evaluaCon/ person speciďŹ caCon

Succession planning

Recruitment

Competency Framework& Culture

Corporate training needs

SelecCon & assessment

Performance assessment Corporate business objecCves

Dr Ian Hesketh & Mrs Ann-Marie Bull

IniCal training/ inducCon

Ongoing Development

Management of the System for Professional Training of Civil Servants • How will you communicate this to your staff?

• What acCons do you need to take now, in 1 month and in 6 months? What is your plan? How will you prioriCse? • What development will your staff need to work with these new processes?

• How will you or your staff get further training?

• What blockages are in place and how will you manage these?

• Who in your team will lead on this on a day-to-day basis?

• How will you monitor and evaluate what is happening and how your staff are adapCng? • What support do you as individuals need?

• What will success look like?

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Day 2: Friday 24 March 2017 Aims of session 5 Professional development standards of civil servants and local government oďŹƒcials

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Professional development standards of civil servants and local government officials

A code sets out the standards of behaviour expected of all civil servants to uphold the Civil Service’s core values, which are integrity, honesty, objecCvity and imparCality…

• As a civil servant, you are appointed on merit on the basis of fair and open compeCCon and are expected to carry out your role with dedicaCon and a commitment to the Civil Service and its core values: integrity, honesty, objecCvity and imparCality.

In this code: • ‘integrity’ is puxng the obligaCons of public service above your own personal interests • ‘honesty’ is being truthful and open 'objecCvity’ is basing your advice and decisions on rigorous analysis of the evidence • ‘imparCality’ is acCng solely according to the merits of the case and serving equally well governments of different poliCcal persuasions

hNps://www.gov.uk/government/publicaCons/civil-service-code/the-civil-service-code

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

The Civil Service Framework – Values • Core values support good government and ensure the achievement of the highest possible standards in all that the Civil Service does.

• Civil Service to gain and retain the respect of ministers, Parliament, the public and its customers.

• The code sets out the standards of behaviour expected of you and other civil servants. These are based on the core values which are set out in legislaCon.

• Individual departments may also have their own separate mission and values statements based on the core values, including the standards of behaviour expected of you when you deal with your colleagues.

• Next slide example of How we work together to achieve this.

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Dr Ian Hesketh & Mrs Ann-Marie Bull

Management of the System for Professional Training of Civil Servants

Dr Ian Hesketh

Management of the System for Professional Training of Civil Servants

Š Dr Ian Hesketh

Dr Ian Hesketh

Management of the System for Professional Training of Civil Servants

QuesCons and Discussion