Our People & Their Development

Management & leadership development

A critical part of the workforce planning process is ensuring that existing and future leaders have the training and the development they need when they need it.

We undertake regular promotion processes and an outline calendar of activity has been established as part of this plan.

We have a Leadership Framework and this outlines all of the training and development our managers must undertake in order to be successful in-role. This is being reviewed so it can be accessed via SharePoint, ensuring users can link to associated workstreams, initiatives and opportunities where possible.

As part of our move towards a talent management approach, we will be looking to more proactively identify those with potential to progress in the organisation, working with them to assess their development needs and ensure that they have the tools required to succeed at the next level.

We are also encouraging departments to consider the use of career grades for green book positions to ensure that non-operational staff have the opportunity to grow and develop in-role. Due to the size of the organisation, it is not always possible to see promotion opportunities and so growth and recognition in-role helps us to retain talented people.

During 2025-26, we will be focusing on the middle manager cohort to ensure that those who have recently been promoted or appointed have the induction and development they need. In addition, we will be reviewing the Station Manager process in advance of the next one in 2026 as well as the work we do in advance to encourage a diverse talent pool to apply both internally and externally.

We will be relaunching coaching and mentoring, including reverse mentoring, and we will be ensuring that aspiring middle managers have access to a coach/mentor to help them prepare for future roles.

Our quarterly middle manager briefing days provide a great opportunity to engage with this key cohort of leaders in the organisation. This also provides us with the opportunity to run CPD sessions on issues affecting the Service locally and nationally.

Learning & Development Function

During the first 12 months of this workforce plan, the leadership team in POD and operational training will be working together to scope out a learning and development function. Whilst we pride ourselves on our operational training capabilities and professionalism, a more holistic approach to L&D is required to push us towards outstanding by 2032.

Once the requirements have been outlined, a project will be initiated to ensure that the vision can be achieved. In the meantime, the POD and operational training leadership team will be working together to ensure that data and performance measures are driving improvements and ensuring compliance across key learning and development areas. Proactive tracking across skills, leadership programmes and PDPs for new leaders will be a focus during 2025-26.