This month, Cabinet Secretary, Simon Case and Chief Operating Officer, Alex Chisholm launched A Modern Civil Service. In our series to celebrate the vision, Government Business Services showcases a data analyser to improve recruitment and find the cream of candidates.
The Civil Service is one of the UK’s biggest employers, and in 2020, the organisation hired 67,000 new recruits.
Now to help put digital data at the heart of decision-making, the Government Recruitment Service has unleashed its latest recruitment platform, the Government Recruitment Information Database - aka GRID.
Its purpose? GRID will capture valuable non-personalised data from the Civil Service recruitment cycle. For example, it will help track; numbers of applicants from ethnic minorities, female staff, disabled, LGBT+ people or older workers to give us better representation from all backgrounds, different voices and from regions across the UK.
Flag up trends
In a nutshell, GRID will shape data to flag up trends, and perhaps more significantly, any gaps in recruitment. help to create a fairer recruitment process, improve social mobility and make the Government Recruitment Service become more accountable. Crucially, it has won the support of Senior Civil Servants.
At Civil Service Live 2021 Matthew Rycroft (Home Office Permanent Secretary and Civil Service Race, Faith & Belief Champion) praised GRID during the Race, Representation, Recruitment and Retention’ session.
Matthew said: “GRID is such a powerful tool because we have data from Civil Service recruitment, and the power of that data then gives you the platform that you need to make the changes that the government reform proposals are crying out for.”
Ultimately GRID allows the Civil Service to deliver on its people priorities.
Jack Richardson, Deputy Director of the Government Recruitment Service (GRS)
In 2020 I co-published a blog, Presenting the 'Golden Thread'!, with Peter Cunningham and Brian Stanislas. This blog introduced our vision of the future, highlighting the ‘Golden Thread’, a new GRS initiative to develop a recruitment evaluation and analysis service.
Since then we have forged strong links with Cabinet Office Diversity & Inclusion Strategy teams, completed the GRID Alpha project, and supported by wider Government Business Services (GBS), have begun to launch our GRID services to transform the Civil Service recruitment landscape.
After three years of preparatory work, we’re proud to share the details of our new GRID platform along with our wider vision.
Peter Cunningham - GRID Service Owner, Government Business Services
Since October 2020, we’ve worked hard in collaboration with both the government digital profession and analysis function, to turn our ideas into reality. They include;
The initiatives were powered by our ‘Golden Thread’ approach, and we have now completed the Alpha build of our new recruitment analysis platform, GRID.
Inspired by transformation strategies such as the Civil Service Modernisation & Reform Agenda; we’re now working as part of the GBS Shared Service Strategy so that central Civil Service data can be used to proactively inform users in making better recruitment decisions.
Predicting problem areas
To achieve this, we’re working with wider Civil Service, including behavioural insight specialists, to develop self-service dashboards. Where historic dashboards would show simple reporting, our new platform will utilise analysis modelling techniques to predict problem areas and present recommendations.
For example, you might advertise a job in Glasgow for a digital professional, however, after a week, the campaign has drawn few job applicants. GRID would detect poor performance and would issue a notification to the hiring manager making them aware that action is needed. GRID would also look for comparable historic recruitment to suggest corrective actions which could be taken.
As our dashboards notify users when action is required, they’re free to focus on other priority areas. This avoids information overload for colleagues and ensures that action is focused on resolving known recruitment challenges.
Brian Stanislas - Product Manager, Government Business Services
Over the summer, the second generation GRID platform will undergo its final development and begin as a Beta service later in the year.
We are collaborating with the Cabinet Office Digital colleagues to build the platform, with internal design decisions steered by the Civil Service instead of buying an off the shelf product. As a result, we have delivered our digital system at a saving to the taxpayer with no compromise to our service offer.
The new platform will introduce advanced digital data sharing. This can be used to integrate with partner suppliers to add new capability to our platform. For example, we integrate with providers of online assessments enabling access to data to better monitor their impact.
We will also share data with wider government systems. We already send job advert data to the Civil Service Careers Website Job Opportunities Location Map to provide a better service for job seekers.
As part of our ongoing development strategy, we are working with wider Civil Service partners to trial different recruitment approaches. Areas of active exploration include:
A Modern Civil Service is skilled, innovative and ambitious. Working with our partners, we are proud to pioneer innovative recruitment approaches, on a par with leading private sector companies. Our mission? To seize the full potential of data and technology’ and make a truly Innovative Civil Service.
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]]>Civil Service award winner Chris Atkinson topped the category for Inspirational Leadership. Below, Chris shares the secrets of his success.
When I was asked to write a blog about leadership, I immediately found the spectre of self-doubt raising its ugly head. “Sure what could I say about that?” “Others would do that better,” “I’m not perfect” etc. But when I stopped to think about it, I realised that actually I’ve learnt a huge amount about leadership from others over the years and that it’s OK to still be a work in progress. In fact, surely it’s better to be aware of that.
So I thought I’d approach this blog by sharing some of my most valuable leadership lessons from people over my career to date. I’m sure others should be here – so why don’t we get a conversation going in the comments section about what you’ve learned about leading well?
Put people at ease and listen
Gerardine (one of my really early bosses) taught me the importance of putting people at ease, and listening actively to their concerns and thoughts. Empathy goes a long way, as does getting people comfortable. It sets you up for a much better conversation, and can help diffuse a tense, tricky one.
Manage information
Gillian taught me to manage information well, so you had it when you needed it, and because it’s the right thing to do. I’m still working on that one, but haven’t forgotten [squirming] the day I had to explain to my boss, why I’d left some loose forms in files. I was much better prepared for a routine audit because of it.
Have a laugh
Gillian also taught me the value of having a laugh at work. She had a great capacity for storytelling, and made sure we all took time away from our desks, knowing that all work, all day wasn’t good for anyone.
Establish the facts
Liz taught me the importance of establishing facts – not taking actions based on assumptions or overreacting. She imbued the importance of measuring performance well and planning improvements.
We can only know how we’re doing if we measure success appropriately and ask for feedback, and then challenge ourselves: ‘How can I/we do that better?’ Sometimes that means carving out space despite the urgent stuff clambering for attention to really dig into these questions.
Liz empowered me to take that time, to crowd-source ideas, to explore improvements and to take risks, and I’ll never forget the difference that made both for me and my team.
Take a break
Holly taught me that taking a break can often be the best way of getting reinvigorated to deal with a knotty problem. Taking a Boxer from Animal Farm “I will work harder” approach often doesn’t produce the best result (or do much for your wellbeing). Instead, teams generally work better together to solve issues.
Holly was also a master in making sure the right people in Whitehall knew what was going on – something that can make life much easier at crunch points, and so valuable because we’ve so much to gain from others’ experience.
Express yourself well
Christine taught me that taking time to express things really clearly in reports and documents was an investment worth making. I still fire off emails that are clear to me though not to others, and I’m perhaps too fond of tracked changes, but I am committed to expressing myself well.
After all, if we can help people understand problems, issues, evidence, risks, analysis and possible solutions through our written communication, then we’re much more likely to have a productive conversation about ways forward and deliver the right result.
Who are you helping?
Patricia and Roy (two tutors at college) taught me the value of asking: who am I trying to help and why? It’s easy to overlook, but actually, when we’ve got that clear in our heads, we take a much better approach to decision making, and it’s a massive motivator.
Big picture
Ed showed me the value of pausing to consider the bigger picture, and carefully thinking through implications of decisions for others. Ed read people so well; always happy to let you have your say, he took time to mull something over, asked the right probing questions, and then worked with you on an answer that was so much richer.
Let me get back to you…
Chris and Ruth taught me a really significant one: It’s OK to say, “I’ll find out and let you know.” It’s tough to say when put on the spot, and yet is by far the best strategy rather than a partial or woolly attempt. Ruth is also the clearest draftsperson I know, and pushed me to express myself really clearly. Everyone needs a Ruth in their lives at some point.
Look out for people
Colin wasn’t a direct line manager, but taught me the huge importance of looking out for people. I’m sure parents, teachers and youth leaders taught me that too, yet Colin exemplified it so well. He was never too busy to ask how someone was, even juggling 10 different people needing his attention. I’m still blown away by that ability, and aspire to learn from it.
These are just some of my most important leadership lessons. Who am I trying to help, what’s the best way to understand the problem, how do I build a solution with others, what might be motivating someone and how can I level with them, how can I call out the best in other people, all without losing myself along the way. But leadership’s a journey; I know I’ll learn more in future, and I’m sure you’ve loads to say on the subject too – so I’m all ears.
What’s the most important leadership lesson someone has ever taught you?
]]>Behind every government minister is an indispensable team. Pamela Dow on how a decade old ambition to better support those who support ministers finally came to life.
For want of a nail, the shoe was lost.
For want of a shoe, the horse was lost.
For want of a horse, the rider was lost.
For want of a rider, the battle was lost.
For want of a battle, the kingdom was lost.
And all for the want of a horseshoe nail.
When more than 700 colleagues across 21 departments, and 12 arms length bodies (ALBs), attend a full day’s training conference on a Friday, you know there’s an appetite for skills, knowledge and networks.
Ever since leading a private office myself, now over 10 years ago, I've learned two indisputable truths.
Based on a format we know to be effective, a truly x-government team from Government Skills and Curriculum Unit (GSCU), Private Office Network, Policy Profession, Propriety and Ethics designed and delivered a conference titled Supporting Ministers to Lead.
Sessions led by experienced colleagues ranged from parliamentary basics to the importance of communicating well, demystifying boards and working with NEBMs (Non-Executive Board Members), and the value of using scientific advisers.
Highlights for me included the conversations with Shona Dunn on delivering a national policy priority, and a teach-in by DWP’s James Doughty on writing well. The day started and ended with insightful and informal conversations with the Lord Chancellor Robert Buckland, Cabinet Office Minister Julia Lopez, and CDL Michael Gove. Hearing them describe what it means to walk into a new department, and how to juggle family and political life was memorable.
What did we learn?
Creating the environment where good decisions are made...
This was the thread that linked every session, from the Q&A with Non-Executive Board Members about the extra perspective they can bring, to the discussion about the scientific method in government with a Chief Science Adviser.
Supporting ministers is a collective endeavour
And those working in private offices rely on the knowledge, skills, spirit and networks of the whole Civil Service. People in frontline delivery have crucial understanding which contributes to policy making discussions.
The seemingly mundane things matter too. No-one makes good decisions when they’re tired, hungry, or haven’t had enough time to read a briefing, or rushing from meeting to meeting with no time to think. The skills of diary and meeting management are hard, important, and transferable to most roles in government and beyond.
Clarity, brevity, precision…
The commodity in the highest demand, and shortest supply, is a minister’s time. Writing clearly, and speaking succinctly, don’t just lead to better outcomes, they're a mark of respect. All unnecessary words, imprecise explanation, and vague advice, represent unnecessary extra minutes which could be better spent on more urgent matters.
Ministers are humans too!
In both the opening panel and closing interview, we got a glimpse into the realities of ministerial life. The volume and scale of decisions they are expected to make every day.
The new language, knowledge and networks they need to learn quickly, in Parliament, and in a new department. They have families, friends, and constituents. One of the most important skills we need in working with them, effectively, is empathy.
Ministers need to know they have the support of the officials with whom they work most closely, without in any way detracting from the Civil Service Code of Honesty, Objectivity, Integrity, and Impartiality. This is neatly demonstrated in Yes Minister, in an exchange between Jim Hacker and Bernard, his Principal Private Secretary:
“You mean that when the chips are down, you'll be on my side, not Sir Humphrey's?”
“Minister, it is my job to see that the chips stay up!”
This event has proven a concept, and helped shape the content of both the forthcoming ministerial training/induction programme, and strands 1 and 2 of the new curriculum.
The ambition is to run the same event on a rolling basis to respond to demand, and also borrow the format for other themes. A prospectus will be available at the end of June 2021.
To find out more about the ministerial induction programme and wider Government Campus visit www.gov.uk/gscu.
]]>DCMS Permanent Secretary and CS Disability Champion Sarah Healey reflects on the success of this new programme.
As the Civil Service Disability Champion, one of my priorities is to ensure we continue to provide opportunities for disabled colleagues to progress in their careers and invest in talent.
I am really encouraged to see the yearly rise in disabled participants applying for the flagship accelerated development schemes that the Civil Service offers, such as the Future Leaders Scheme (FLS), Senior Leaders Scheme (SLS) and the High Potential Development Scheme (HPDS).
I am particularly encouraged to see successful FLS applicants subsequently joining the bespoke DELTA (Disability Empowers Leadership Talent) programme.
DELTA, launched in 2019, is a development programme for those on the Future Leaders Scheme with a disability and/or long-term health condition. DELTA aims to accelerate the development of high potential disabled colleagues and contributes to creating a more diverse and robust pipeline for senior roles.
DELTA helps to build networks across the Civil Service and supports disabled employees in their development of the skills and behaviours needed within the Senior Civil Service.
Delighted
I was delighted to join the inaugural DELTA graduation event last month. It was great to hear participants share their experiences of the programme and reflect on their personal successes and achievements. It was particularly encouraging to hear how committed the cohort is to the wider inclusion agenda and being actively involved in driving change.
Sharing stories of success is a great way of demonstrating what can be achieved by participating in programmes like DELTA and why they are so important. Below, Ollie Ringguth shares with us their experience of being on the DELTA programme and what it meant for them.
Ollie’s Story
Ollie Ringguth, Security Advisor to Competition Markets Authority, Charity Commission and The National Security Archives. Ollie is a participant in the Future Leaders Scheme and DELTA 2019.
What does DELTA mean to you?
When I joined the programme, I thought it was just about supporting disabled people into the Senior Civil Service. The reality is that it is so much more of a community beyond my expectations. I’ve learned so much about the challenges my colleagues face. I’ve also come to know and appreciate some really inspiring people.
What's unique about this scheme, compared to your experience of FLS?
Whilst the Future Leadership Scheme has been great; the modules and Action Learning Sets were really helpful in thinking about yourself in the work context. DELTA, for me, was much more holistic in that it helped me to think about my disabilities in a much wider context. It also helped me understand (and accept) the impact they were having on my whole (as opposed to just work) life. The DELTA community has been second to none.
How did DELTA support your development?
For me the development benefits have been far wider than the Future Leadership Scheme, it has helped me to understand my disability better and as a result be more open about it. This has helped in my personal and professional lives.
Has DELTA changed the way you approach leadership?
The insight that I’ve received into what disability means for others, has been second to none. It has challenged a lot of my preconceptions and helped me (I hope) to be more considerate and thoughtful of the needs of those I work with.
What's been the best part of DELTA?
The DELTA community – without a doubt!
Most challenging part of DELTA so far?
Facing up to my condition and realising that I wasn’t always managing it in the most effective way. Coming to terms with that has really helped me to get into better habits.
Tell us the most interesting thing you’ve learned since joining DELTA?
Understanding other’s experiences – especially around mental health. It is an area I didn’t know a lot about and some of the insights have been really illuminating.
How has DELTA shown consideration of your development needs?
The coaching was great, my coach really listened to me, where I was and what was holding me back.
More information
Sharing insights from participants has immense value; they show the difference it can have on both a personal and professional level. Thanks to Ollie for sharing their story and I am pleased the experience was so positive.
I hope that it encourages you to think about your development, not just about applying for a talent programme but also in your development conversations with your manager. Please take the opportunity to reflect on what you have achieved to date and also look forward to what you want to achieve in the months ahead.
If you would like more information about DELTA specifically, you can contact the creator of DELTA and Programme Lead Charlotte Hart: charlotte.hart@cabinetoffice.gov.uk.
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There’s a growing buzz with the return of Civil Service Live (16-17 June) just three weeks away. Lorraine McBride has the lowdown on what you can expect from the online event.
One of the biggest staff events in Europe
Civil Service Live (CSL) is our flagship staff learning event. Now in its 15th year, and still growing year after year, Civil Service Live 2021 is your opportunity to engage with colleagues, listen to thought-provoking sessions, learn, and hear from inspiring people sharing their experiences, knowledge and expertise.
In 2020, we welcomed more than 32,000 civil servants to the two-day event. Now back with another broad and diverse programme, the organising team is quietly confident they’ll smash that record.
You can watch it all on the livestream
For the second year running, Civil Service Live is a virtual event which removes all the hassle of travelling. CSL has always been an innovative event encouraging people to interact and engage. Whether you’re working from West Kilbride, Wrexham, Warrant Point or Whitehall, you can participate from your laptop, ipad, phone or even on the move.
There's an extraordinary line-up
On the Civil Service Live website, you can find the full agenda in all its glory and build your own bespoke programme. Whether you attend every session or a select few, it’s entirely up to you.
Organisers have confirmed 400 live speakers and 80 content sessions. Cabinet Secretary Simon Case will make his CSL debut, and the most senior civil servants in the country are getting involved too.
You’ll recognise Sir Patrick Vallance, a household name from his regular appearances at the daily press conferences. And talking of COVID-19, look out for topical sessions on Helping recovery - one jab at a time and Moving forward towards hybrid working.
Civil Service Chief Operating Officer Alex Chisholm and Cabinet Secretary Simon Case will each be hosting an eponymous In conversation with… session. Some of the many other presenters include Susan Acland-Hood (Authentic and courageous leadership), Jacob Rees-Mogg MP (Why Parliament works), the Royal Military Academy Sandhurst (Leadership development with a difference) and ex-Dragon’s Den star, Henry de Zoete (Risk and innovation).
Themes and live sessions
There are more than 80 sessions focusing on the themes: A Skilled Civil Service; An Innovative Civil Service; and An Ambitious Civil Service. To get the most out of your experience, try to attend a mix of sessions across all three themes. Allow time to visit the online exhibition space, where many departments and strategic partners will be showcasing their projects and best practice.
There’s so much to learn
This year’s programme covers a range of themes and an eclectic mix of learning sessions, offering something for all tastes and interests. Explore How to become a data ninja, Delivering on devolution, How big data drives new ideas, Less code more power, Positive psychology and ‘the art of brilliance’ and Striving for the perfect shipping forecast.
There are sessions for every age whether you’re an apprentice or rookie retirees who’ll no doubt already be experts on the session on Pension Power. In reality, we all know you're never too young to plan for retirement.
CSL stays timely, topical and relevant
The Civil Service is changing fast and at CSL you can learn more about what that will look like for your career. Sessions have been designed to educate, engage and empower attendees. It’s up to all of us to shape the future of the Civil Service, so get involved.
Sessions will cover topics such as the UK’s transition out of the EU and adapting around the pandemic. You will hear from experts about leading through difficult times and working with stakeholders, and learn how to ensure inclusion throughout your work. Civil Service Live focuses on sharing information and insight that will prove useful and valuable every single day.
Get spot-mentoring from someone senior to you
The spot-mentoring programme is your chance to get the benefit of other people’s career wisdom and know-how. Last year, more than 10,000 civil servants were successfully matched.
Everyone’s going
More than 30,000 civil servants have registered to date, with hundreds more signing up every day. If you haven’t done so, you can visit www.civilservicelive.com to register.
Civil Service Chief Operating Officer Alex Chisholm (left) said:
“Whether it’s your first or 15th year attending Civil Service Live, it’s a chance to learn, listen, challenge and shape the Civil Service.
A key strand of the government’s agenda is ‘levelling up’ opportunities in education, infrastructure, housing and employment. Coming together at CSL empowers everyone to identify inspiring, innovative new approaches that look to the future. Everyone has a contribution to make - so I look forward to seeing you there.”
But if you miss it, don’t miss out!
Don’t worry if you’re away on holiday or booked up with work. You’ll also be able to catch up with any of the sessions from the online event for three months afterwards – just as long as you’ve registered. We cannot wait to see you there!
]]>To mark the National Day for Staff Networks on 12 May, Rupert McNeil reflects on the tremendous work over the last year to overcome the challenges of the pandemic and lockdown.
I had hoped that a year from National Day for Staff Networks 2020, we’d be able to celebrate the brilliant way our networks met the challenge of lockdown and Covid-19 together for 2021. Unfortunately, that’s not the case, but I’m still hopeful that summer brings with it, sunshine, warmth and a chance to come together again - albeit slowly at first.
Last year’s blog touched upon the hard work and dedication of staff networks rising to meet the needs of their members finding themselves in new, challenging and often sad situations due to coronavirus. This year’s theme for NSA is #Togetherness. I wanted to reflect and look back at some of the tremendous effort that networks have continued to invest in bringing their members together and representing their needs across the civil service, throughout this arduous year.
What better way to celebrate our networks and recognise their hard work than to shine a spotlight on them and hear about their stories and experiences. Below we hear about the experiences of two such networks; A:gender and the Cross-Government Flexible Working Network.
Brian Stanislas MBE, Co-Chair of Cross Government Flexible Working Network (CGFWN)
The National Day for Staff Networks (#Togetherness) aims to encourage collaboration, support activity and inspire the voice of staff network members. All Civil Service Staff Networks have been truly invaluable in supporting all Civil Service colleagues during stressful times over the past 12 months. Many colleagues have been helped pragmatically and emotionally to get through unforeseeable challenges. The reality of the majority of civil servants having to spend over a year working from home has been a trial for some and a blessing for others.
One of the unexpected outcomes of the upheaval with the majority of civil servants working from home has been renewed awareness of the benefits of Flexible Working. During this pandemic, Cross Government Flexible Working Network has continued to support our staff network members using digital communications channels and have been active in contributing to the development of new Hybrid Working guidance which will be available later this year.
The Cross Government Flexible Working Network will also lead a Hybrid Working session at Civil Service Live on 16 June 2021. Our aim is to maintain and build how we support our colleagues as we all emerge out of lockdown while taking forward positive lessons we have learned during our remote working experience. We are looking forward to collaborating more widely with other Civil Service Staff Networks to achieve this.
Emma Dunn, Chair of A:gender
During the first lockdown we quickly identified that isolation was a huge issue for our trans and intersex members who already experience a higher degree of isolation and ostracisation, as well as the associated mental, social and healthcare challenges that lockdown imposed.
The impact for many of our members was severe in finding themselves in lockdown with people who did not support or affirm them. Sadly, online working increased exposure to online bigotry and transphobia. Colleagues were repeatedly misgendered due to their voice and/or appearance during video meetings and a lack of regular affirmation and support from inclusive and friendly daily contact with colleagues. This doesn’t even begin to cover other issues such as hospitalisation due to Covid-19 and the worries and fears arising from that.
A:gender members taking part in video chats that fast became a highlight of their week.
To counteract this, we introduced a weekly social meeting to give our members a safe environment where they could be themselves, share their problems, seek advice and support and enjoy contact with others. For some of our attendees isolating alone, it was literally their only chance to speak to other people.
Successes shared
As time progressed, these weekly meetings unexpectedly became a real highlight of everyone’s week. In-jokes developed, pets were admired, and problems and successes shared. We held Christmas and New Years quizzes, as for some this would be their only contact with others over the festivities, and it was an immensely warm and happy way to end and start New Year.
The meetings were so successful that we’ve continued to hold them weekly. Members tell us that even when restrictions are eased, the comfort and strength they get from this safe space is immeasurable, and we’ve agreed to continue to hold these meetings for as long as we are able.
Overcoming hardships
Our Civil Service Staff Networks have overcome the sudden hardship of numerous lockdowns and adapted successfully to digital ways of working to support members. Whether it’s the LGBT+ network delivering a whole host of excellent celebrations for Pride 2020 online or our Faith and Belief networks hosting events during Interfaith week and religious observances, I am proud how well our networks have stepped up to the plate #together.
Networks can fulfil a unique role in an organisation. As Brian and Emma have described, they can provide important practical and emotional help to colleagues, reassuring and connecting and, as this strange time has shown, inspiring and encouraging employers to innovate in how they support staff.
This National Day for Staff Networks is a great opportunity to celebrate what the organising volunteers and members of staff networks contribute. As always, I am thankful for the role that our network leads and executive members play on top of a busy day job.
]]>Chris Atkinson from the Northern Ireland Office scooped the highly-coveted Inspirational Leadership Award. Chris drove the work to establish a payments scheme to recognise and support people living with permanent disablement caused by an incident related to 'The Troubles' in Northern Ireland.
Dame Shan Morgan, Permanent Secretary at the Welsh Government, announced Chris’s win, emphasising that by placing people at the heart of his approach, Chris pitched a way forward, focused on practical action and ensured a sensitive framework for managing political differences.
“Chris's passion for making a difference to the lives of these vulnerable people is impressive and commendable.”
Chris led the work to develop, consult on and legislate for the scheme, which aimed to acknowledge the harm caused to the people affected. He worked with colleagues in the Northern Ireland Office, lawyers in NIOLA, the victims sector, staff supporting other similar schemes, the Northern Ireland Civil Service (NICS), medical experts and many others to draw up parameters for the scheme.
They ran a public consultation on the proposal, then laid a Statutory Instrument to establish the scheme by January 2020. It was then handed over to the NICS to deliver it.
Speaking about his win, Chris said: “I was completely taken aback.” He hadn’t expected to win, having been so impressed by the others in his category. The shock quickly gave way to “huge gratitude” at having had the opportunity to work with some “amazing people...to do something that would make a practical difference to people’s lives.”
Chris described the extended team as “fantastic”, and reiterated that “the really inspiring people here are those victims and survivors of the Troubles who live their lives with grace, compassion and courage after suffering through terrible atrocities.” He noted that “it was a privilege to work alongside some of them to make this happen.”
In his day-to-day work, Chris is motivated by “knowing that what we do in the Civil Service makes a tangible difference in people’s lives,” a reminder that helps him put his work in context. Chris enjoys listening and talking to people, as well as stepping back to analyse, read and reflect on what’s going on, and always tries to maintain a balance between both of those.
Chris still continues to fall back on advice he was given early on by one of his first bosses, which is to “establish the facts.” Chris describes this mantra as “foundational,” being seemingly obvious, but enduringly relevant.
For Chris, working on Northern Ireland-related issues remains “an enormous privilege.” For him, the best part of working at the NIO was “the sense of team; of all in this together.” Whether meeting incredible people, working on things that make a practical difference to people’s lives, supporting ministers with decision-making, “you get to do it all with people who are passionate, resourceful, thoughtful and committed.”
Since this project, Chris has joined the staff team at the Independent Reporting Commission, an independent body which reports on work to tackle paramilitary activity in Northern Ireland.
He says: “I’ve loved it so far and am really looking forward to the challenges in the year ahead.”
]]>Eating Disorders Awareness Week (1-7 March) aims to raise awareness and show solidarity and compassion for people affected by this debilitating condition.
I am proud to champion the new Civil Service Eating Disorders Network (CSEDN) efforts to tackle stigma around eating disorders in the workplace and provide support to colleagues.
Eating disorders are serious mental health conditions with potentially life-threatening impacts. UK charity Beat estimates that 1.25-3.4 million people in the UK currently experience eating disorders. A further 4-5 million people are indirectly affected through supporting and caring responsibilities.
Shrouded in stigma
However, they are unfortunately still shrouded in stigma, misunderstanding and silence – particularly in the workplace. This can make it difficult for those with an eating disorder to speak up.
This can also make it hard for line managers and colleagues to spot signs of illness and offer support. A Beat survey found over 30% of people felt they were stigmatised or discriminated against because of their eating disorder at work. More than four in five respondents felt their colleagues were uninformed about eating disorders.
Issues at work
Like other illness, eating disorders can impact a person’s ability to work, whether they themselves are affected or are supporting someone. Issues at work can, in turn, exacerbate the illness.
By breaking the stigma through open conversations, we can make the Civil Service a more inclusive workplace for those experiencing any issues. We can prevent serious problems from arising and foster an environment that allows colleagues to reach their potential.
I encourage you all to get involved and support CSEDN’s programme of events and initiatives. Together, we can break the barrier for people who need to seek help but may be too fearful to do so.
As a parent of a teenager who has suffered anorexia, I know first-hand of the challenges of eating disorders, anxiety and poor mental health. I have also experienced the impact it has on families and friends.
Eating disorders don’t discriminate. They can affect anyone – regardless of gender, age, ethnicity, sexual orientation, disability, or socioeconomic background. While eating disorders are difficult to treat, support and understanding in the workplace can play a significant role in recovery.
Introducing the CSEDN
Louise Sun (CSEDN co-founder) explains: The CSEDN’s goal is to raise awareness and support anyone affected by eating disorders by fostering a safe and inclusive workplace culture. Anyone affected deserves to feel able to ask for help without fear of judgement, shame or discrimination.
We aim to achieve this by:
Charlotte Coxon (CSEDN co-founder) highlighted the knock-on positive effects of one person speaking up.
After reading an intranet blog about a colleague’s eating disorder experience, I got in touch and we had a chat about the topic. The next year, inspired by her candid bravery, I wrote a blog about my experiences to raise awareness.
Following publication, another colleague got in touch and wanted to see how we could support others. We decided to set up a yammer support group for Defra colleagues. We also published a joint blog on ED awareness in relation to the Covid-19 situation and joined up with colleagues in the CSEDN.
Georgina Partida (CSEDN co-founder) summarised her experience of support received.
Sharing stories and finding colleagues with similar experiences to me has been so helpful with my recovery. The Support Group is such a brilliant place to share advice and worries about how EDs affect us all in the workplace.
We work together to help each other overcome things we may be struggling with. It’s a fantastic group and I’m so pleased to be able to spread awareness and support available across the civil service.
Eating Disorders Awareness Week Programme
The CSEDN have put together an exciting programme of events for all civil servants to take part in during EDAW. As part of this, I’m looking forward to discussing the impact of 2020 on disordered eating with Beat’s CEO Andrew Radford. We will also be launching a video series on the Civil Service YouTube channel.
If you have any questions, feel free to contact the network at edsg@beis.gov.uk.
]]>A great mentor encourages a person to progress, giving valuable advice and encouragement. But it isn’t a one-way street. Many mentors find building the bond just as rewarding and gain fresh inspiration. Below, Bernie Thompson and Melissa Crawshay-Williams share their journey.
Mentoring is a relationship between two people with the goal of professional and personal development. The 'mentor' is usually an experienced individual who shares knowledge, experience, and advice with a less experienced person, or 'mentee' – Mindtools.com
THE MENTOR
Bernie Thompson joined the Civil Service in 1998. She is a Deputy Director in MHCLG, responsible for Inclusion, Wellbeing and Employee Engagement and co-chairs the cross-government network, Race to the Top G6/7
It’s important to note the word ‘relationship’ in the above definition: you don’t just click on day one and the relationship grows over time.
So, does mentoring stop during lockdown when we’re working from home so differently?
Absolutely not! Mentoring relationships must continue to evolve and flourish.
There are several reasons why creating, growing, and sustaining mentoring relationships during these emotionally challenging times is fundamentally important. However, from a wellbeing perspective, there are huge benefits.
Mind, the Mental Health charity, provides five ways to wellbeing and three of them can be obtained through mentoring:
I was delighted to connect with Melissa via the Civil Service Live spot mentoring session when she asked if I’d become her mentor as part of the Crossing Thresholds programme.
I said yes, and the rest is history.
Since we started mentoring, adapting to the ‘new normal’ is what we’ve all had to do. It’s why I wanted to ensure Melissa’s mentee experience was just as stimulating as meeting face-to-face.
Injecting humour
This meant ensuring our meetings were firmly in the diary, injecting humour in to the conversation and using our time as an opportunity to have the very important wellbeing conversation. I also wanted to ensure that all the usual activities that I would undertake with my mentees continued and creativity really was the name of the game.
Our mentoring relationship has flourished through lockdown, with both of us gaining something valuable from working together.
For me, seeing Melissa grow in confidence has been such a wellbeing boost.
THE MENTEE
Melissa Crawshay-Williams is a SEO working in the Trade and Europe, Governance and Secretariat team in BEIS
Last summer I approached Bernie to be my mentor as I found her so engaging during our Civil Service Live 'spot mentoring' session. We hit it off straight away.
Initially I felt nervous, though Bernie soon inspired me with her ‘can-do’ zest, and I was fired up after our first meeting. I outlined my goals and she helped me prepare for my next career challenges. Now I’m excited to be starting a new policy role next month in the Office of Life Sciences in BEIS.
Bernie steered me on rewriting my cv, empowered me to step out of my comfort zone and encouraged me to be assertive about my aspirations.
For example, I recently joined the Crossing Thresholds course, and Bernie encouraged me actively to promote it to colleagues and share new insights. At times, she has questioned my negative assumptions, low confidence and helped pave the way by coaching me for a new career challenge.
Bernie’s mentoring has been so worthwhile. She gave me so much encouragement. I’ve been able to bounce ideas off her, learned a lot and feel more knowledgeable with stronger communication skills. Thank you, Bernie!
Reflections/tips
Just do it - lockdown has been is a great time to get involved with mentoring as virtual meetings make it so simple to organise.
Lead the mentoring relationship - plan your career priorities and how your mentor could add value. For instance, you may need help reshaping your behaviour examples, or a fresh perspective on your career goals. Your mentor wants to encourage you to reach your full potential, so be curious together about opportunities.
Share any work setback - your mentor will give you experienced advice on how to overcome challenges and suggest ideas to get back on track
Agree mutual expectations and a feedback process. This is important as a check and balance of your progress.
At a click of a button you can shadow senior management meetings - a great opportunity to watch senior staff dynamics in action. Seeing your mentor interact with the senior civil service (SCS) is exciting. It was fascinating shadowing Bernie at MHCLG’s HR senior management team. I also virtually attended MHCLG’s weekly senior civil service Round Up chaired by Perm Sec Jeremy Pocklington, and Bernie’s diversity team meeting. I’d probably never be able to attend these meetings if we were face to face.
Final words from Bernie and Melissa
Don’t let lockdown stop you from finding a mentor. We may be dealing with unprecedented circumstances, but starting a mentoring relationship might just be the right path to help you thrive.
]]>Angela Macdonald on how small acts of kindness and humanity can make a huge difference to colleagues during the fight against Covid.
It’s strange to think as I write this reflection on leadership, that a new year has begun. As we’ve entered the third lockdown – snow is currently falling in Yorkshire, a timely reminder that this national emergency approaches its 10th month and the long days of summer feels a long way off.
Whatever role we all play in the Civil Service, and however we are contributing to supporting the country through our service, we are first and foremost people living through this whole period.
Struggling from one day to the next
We are members of families, we are friends and colleagues, we might be caring for others or receiving help and support. We might be managing well through the ups and downs, or really struggling to get through from one day to the next.
I was asked to write this blog as a senior leader. I haven’t had the privilege to meet most of you.
So hello, I’m Angela MacDonald and I’m proud to be the Second Permanent Secretary at HMRC. As a leader, many people look to me for answers, tips and ideas on how to manage wellbeing through all of this. Or perhaps to provide reassurance that we have a plan to support people and make sure we deliver everything we need to do.
Real strength
Reality is, that no individual ever has all the answers. When I look back throughout my career, and whenever I think hard about what has made the most difference over the last 10 months, it has been the support of the people around me and real strength of the team.
In terms of skills, capabilities and delivery we, the Civil Service and our colleagues across public service have really shown the value we add to the country. I realise historically, HMRC might not always be the citizens favourite part of government, but I’m proud of what we have delivered, and perhaps people may be seeing us in a different light.
Pulled together
Thousands of people pulled together to deliver the Coronavirus Job Retention Scheme (CJRS), Self Employment Income Support Scheme (SEISS), Statutory Sick Pay scheme (SSP), Eat Out to Help Out (EOTHO). And that’s not forgetting the many easements and deferrals to help support customers through the pandemic.
Colleagues designed, built and launched IT systems in a month, complex work which would usually take a year. Dedicated policy officials, poured years, if not decades worth of technical expertise, to come up with creative solutions like the furlough scheme.
Dire need
Colleagues on the front lines answered phone calls to business owners and individuals who needed financial help, many of whom were distressed and in dire need. Whilst Communications colleagues worked around the clock to inform media, stakeholders, social audiences, MPs, devolved administrations and the public about what they had to do and what support was available for them.
And this is before we even get to the heroic work carried out across government to deliver the end of the transition period, which in other times would have been the sole issue we were dealing with and talking about.
But actually, what I’m most proud of is the way we looked after each other through this - the individual acts of kindness that I’ve seen first-hand between so many people.
These acts of kindness helped me get through and keep moving forward.
Step back to March and April last year. Everything up in the air… changes happening every day, fear and uncertainty for all of us.
As a senior leader, I’ll confess to often feeling inadequate and fearful. Knowing people were relying on me, not just to make sure we answered the phones and sorted post, but for their personal safety and worries about their families.
On a day when I felt at a low ebb, I opened an email from Steve, a front-line colleague in one of our HMRC teams. Just a few simple lines saying, I must have a lot to worry about, and asking if I was ok and taking care of myself.
Meant so much
I cannot tell you how much that meant to think that I was being seen as a person and not just my job title.
I’m hopeful that all of you have a 'Steve' in your life, or indeed, perhaps you might be the person checking in.
What will sustain us through the months to come will be our tenacity, our dedication to public service, our skills and our ingenuity. But it will also be the acts of kindness and support that we give and receive from those around us.
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