Organisational Development Consultant
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| Job Type | |
| Location | Southampton |
| Area | South East, UK |
| Sector | Human Resources |
| Salary | £500 inside IR35 |
| Start Date | September |
| Advertiser | Leanne Howlett |
| Telephone | 07597378032 |
| Job Ref | LH-SC-OS-724 |
- Description
Requirements
Job Description: Contractor
Role: Organisational Development Consultant
The OS Competency Framework was launched in 2015. It was developed as a result of OS’ transition from a Civil Service Trading Fund to a Government Company, which devolved a degree of autonomy to operate outside standard Civil Service practices, including people-related processes.
Prior to 2015, OS had used the Civil Service Competency Framework. A key driver for the new OS Competency Framework was a business requirement to embed the newly-launched OS Values. The Competency Framework intended to clearly articulate and support behaviours at an individual level aligned to the new OS Values, explicitly set out more commercial business behaviours, and simplify the framework.
The current Framework is centred around three core competencies, expressed at two levels (‘core’ and ‘leadership’), and incorporating values within each competency.
The competency framework forms part of the performance review cycle and individuals and managers have a large degree of discretion and autonomy on selecting, developing, and rating competencies. The distribution spread of competency performance ratings has been broadly the same as distribution of objective ratings for the past two years. Pay and bonus awards are determined by a single overall rating of competencies and objectives.
There are 3 key business changes that lead us to need to review the alignment and effectiveness of the current competency framework:
· In 2017 OS restructured from a functional business to a market-based design with increased focus on commercial business and international operations.
· In 2018 we redesigned the career architecture, redesigning all job descriptions and launching 7 new career levels.
· In 2019 we will be introducing a new pay structure and updating the performance approach to ensure it can reward and recognise the right things.
More broadly, our latest engagement survey highlighted areas of focus including how well people feel able to develop and grow at OS, feelings of collaboration and agility in the ways we work together, and perceived effectiveness of line managers across a broad spectrum of responsibilities.
OS has a management development learning pathway, developed in 2013, to support people managers in understanding essential skills, knowledge, and experience to operate effectively. Since 2013, the management essentials learning pathway has been supplemented by broad development programmes around managing change and situational leadership skills.
Drivers leading to a requirement for us to review how we describe and develop line management expectations:
· The new business structure and strategy;
· A new career architecture;
· The review of our competency framework;
· Qualitative feedback from our 2 latest engagement surveys shows dissatisfaction with the perceived capability of line management and available development support, particularly for new line managers.
· Some of the L&D provision linked to the 2013-line manager pathway is no longer/may no longer be available
Description of Project Requirements, Tasks & Deliverables:
· Review the suitability and effectiveness of the OS Competency Framework for the new business strategy and design (since July 2017).
· Engage relevant stakeholders and use available employee feedback to define business requirements and design criteria and assess the current framework against these. Build strong senior stakeholder buy-in and support.
· Propose how the OS Competency Framework may be improved in line with business requirements and secure HR and business stakeholder agreement.
· Include consideration of both the design of the framework itself, but also wider systems and processes in HR/OS, to propose how the competency framework should be designed, applied, or embedded to achieve better outcomes in:
· Clearly describing the behavioural expectation at OS
· Improved individual and team accountability
· Promoting OS’ values
· Development and improvement of individual behaviours
· Consistent line manager performance and behaviour
· Rewarding the right behaviours and addressing issues/gaps
· Identifying suitable competencies/behaviours in recruitment to support recruitment decisions
· Design the required changes and roadmaps to enable OS to implement proposed opportunities above.
· Drawing on OS’ new career architecture, competency framework, and stakeholder feedback, develop an approach to describe clearly the expectation of line managers in OS at all levels.
· Identify the essential management skills for all line managers at OS and design/source the tools, support, or intervention available to support their confidence and capability in those areas
· Design a new line manager induction and development curriculum that equips new people managers with ways of self-assess, prioritise and manage their improvement.
Experience:
· Senior OD professional with experience designing and implementing organisational change and development solutions
· Experienced consultant with skills in competency framework and management development design.
· Skilled communicator experienced working with stakeholder at Board and Executive Committee level
· Ideally, experience of working with public sector, trading fund, or GovCo organisations, preferred but not essential
