Capability Reviews: Progress and Next Steps - The Civil Service
Capability Reviews: Progress and Next Steps - The Civil Service
Capability Reviews: Progress and Next Steps - The Civil Service
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<strong>and</strong> the senior leadership team to invest in improvement <strong>and</strong> stick with this agendaover time. Boards are taking time to think strategically <strong>and</strong> act as corporateleadership teams, rather than as the loose collection of baronies previouslyobserved in some departments.This is beginning to feed into more positive outcomes against leadership instaff surveys.Where this is happening we are seeing:At three months after the review:• A redesigned <strong>and</strong> significantly smaller board taking active decisions; ahigh-performance leadership strategy being implemented; <strong>and</strong> the seniorleadership team running workshops for staff across the organisation to articulate<strong>and</strong> communicate a clear vision to all staff.Case study: Leadership development in the Crown Prosecution <strong>Service</strong> (CPS)‘<strong>The</strong> <strong>Capability</strong> Review’s clear steer to the CPS was to drive forward a newleadership <strong>and</strong> management development strategy. <strong>The</strong> department workedhard <strong>and</strong> fast, with support from the National School of Government, to clarifythis strategy’s aims <strong>and</strong> has, for the past three months, been implementing thefirst phases.<strong>The</strong> CPS strategy has all the expected, traditional elements, but a few aspects ofthe CPS strategy are particularly striking:• ‘It’s about the business’: the CPS has deliberately crafted a clear line betweenleadership <strong>and</strong> management development activity <strong>and</strong> business improvement;• ‘It’s personal’: the CPS has sought the personal engagement of existing CPSleaders in owning the strategy, aiming to make clear to them how much theircommitment <strong>and</strong> energy impact on the pace <strong>and</strong> scale of the change that the CPSmust achieve;• ‘It’s more than just a training course’: the CPS has shaken up recruitment,selection, performance management <strong>and</strong> business process criteria toreflect the new approach to leadership <strong>and</strong> management, not just its trainingportfolio; <strong>and</strong>• ‘It’s long-term’: the CPS has decided to wait to identify <strong>and</strong> inspire its futureleaders through a new approach to succession planning at the same time asengaging current top staff.26 COMMON CAPABILITY GAPS: PROGRESS AND NEXT STEPS