Head of Talent Management

Role Description

1. Ongoing refinement and design of a talent management and succession planning strategy covering early, emerging and executive talent

2. Design and cohesive implementation of processes and approaches to ensure the strategy lives and delivers a pipeline of talent aligned to both current and future resourcing requirements

Role Reports to: Head of Leadership and Talent

Supervises: Executive & Emerging Talent Manager (G7)Early and Emerging Talent IManager (G7)

Principle Accountabilities

• Define overall strategic view for the Talent Management and Succession Planning Team, ensuring a seamless connection of the entire talent pipeline
• Provide expert advice and guidance regarding Talent Management throughout the organisation§ Design & deployment of all processes, talent definitions and structures
• Identification of impact on policies, with pro-active steps to address with all stakeholders§ Manage the relationship with HRD’s and Head’s of Profession to ensure effective collaborative working partnerships in order to ensure the successful implementation of the strategy
• Ensure all Talent requirements from Heads of Professions are defined through the facilitation of Talent Forums
• Accountability for the Executive Development programme and liaison with CEO’s, HRD’s & Heads of Profession, account managing executive/emerging talent to ensure learning needs are identified and addressed
• Proactively analyse and interpret trends emerging from the Talent Management & Succession Planning practices, taking appropriate action, This includes talent /succession metrics / outcome management
• Ensure an appropriate communications and stakeholders management strategy
• Management and adherance to budgets
• Leadership , motivation and development of the supporting team, ensuring the highest quality service is consistently delivered

Key DWP Competencies, Knowledge and Skills

TECHNICAL

1. Experience of designing and leading the implementation of best practice talent management and or succession planning strategies up to CEO/Board level

2. Ability to understand the impact of talent management & succession planning on related policies & HR systems

3. Knowledge and proven experience of leading on the implementation of talent forums and supporting mechanisms

4. Knowledge and proven experience of ensuring accurate and consistent identification of high potential talent

5. Knowledge of strategic resourcing dimensions including implementation of succession planning in a complex organisation

6. Consultancy skills with excellent facilitation, coaching and diagnostics skills paramount

SKILLS

1. Analytical skills (e.g Interpretation of strategy to identify organisational requirements)

2. Strong communication (both verbal and written), influencing and stakeholder management skills, remaining comfortable at the most senior of levels

3. Ability to craft strategy and manage through the implementation,/ change management required

4. Strong business awareness, including cultural, political and technical elements

5. Leadership and role modelling of this

6. Financial management

GENERIC COMPETENCIES

1. Leading through change

2. Developing Self and other

3. Working with customers

KEY SELECTION CRITERIA

1. Experience -Proven expertise of talent management and succession planning

• Experience of developing the strategy, processes, policies and tools
• Experience of personally leading the implementation and ongoing talent management cycle

2. Results – successful outcomes with strong business credibility established

• Delivered in large, complex organisations (ideally looking for delivery in more than 1 organisation, which preferably includes private sector or leading edge best practice organisations)
• Delivering where there are multiple diverse stakeholders, all requiring different things (e.g. being able to negotiate, set up appropriate governance, strong senior stakeholder management, gaining consensus where there are numerous/conflicting cultural and political agendas to balance)

3 Key attributes – essential qualities and skills

• A genuine developer of people and teams, with a mature and people centric approach (i.e. a natural coach, strong emotional intelligence)
• Strong practitioner skills in this area, demonstrated at the most senior of levels (e.g. facilitation, coaching, excellent interpersonal and communication skills)

Generic Competencies

1. Leading through change
2. Developing Self and other
3. Working with customers

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