Report Detail

Background

The purpose of this report is provide an exceptional update to the SPA People Committee members on activity towards progressing with the roll out of a Talent Management Framework.

The framework is intended to create a cohesive approach to identifying, developing and retaining talent at strategic and local levels. It brings existing activity together under a unified model aligned to Vision 2030 and the People Strategy.

A range of organisational activities exist; they are not yet experienced as one coherent system. The framework will act as a strategic enabler, connecting these elements.

Further Detail

Talent Management Framework

The Talent Management Framework will provide a clear and connected approach, aligning key people processes through four core principles:

Simplicity

Integrated

Evidence-led

Future-focused

Together, these principles support the identification of the right people, with the right skills, at the right time, strengthening succession planning and contributing to a capable, future-ready workforce. (Appendix A – Talent Management Plan on a Page [Iterative]).

The framework is also expected to support a future national calibration approach, enabling local talent insights and stronger collaboration between People Managers, Leadership, Talent and Performance teams and HR Strategic Leads. 

Overall, the framework seeks to provide a more connected and informed approach to identifying potential, supporting decision making and enabling targeted action where it can deliver greatest impact.

Workstreams

The Talent Management framework is expected to evolve through interconnected threads, reflecting current organisational maturity and longer-term ambition:

Individual Ownership:

Talent Identification – Offering a structured approach to identifying talent, initially through a self-reflection tool that encourages awareness of strengths, aspirations and potential.

Talent Resources and Self-Service Enablement – Developing dedicated digital resources, including SharePoint guidance and learning content, to improve access to development information and support greater ownership of individual growth.

Manager Capability:

Talent Awareness and Capability Building – Establishing awareness sessions to build shared understanding and confidence in talent conversations, with the approach evolving as maturity increases.

Talent Profiling – Developing richer talent profiles to support informed discussions about capability, potential, development needs and career pathways.

Organisational Decision-Making

Talent Reviews and Calibration – Moving towards a more consistent, evidence-informed approach to talent review and calibration, supporting fairer and more aligned decisions.

Targeted Talent Development – Working with internal teams to shape talent programmes that support key cohorts and strengthen organisational capability.

Progress

Phases 1-4 Explore; Shape; Build; Embed & Evolve (Appendix A)

Explore (Q1 26) – Concept development, infrastructure and early engagement

Complete

Key Deliverables include:

Talent Survey Release – A survey to gather divisional insight on current talent practices and inform framework design and future components. In collaboration with HR Strategic Leads, Operational, Specialist and Enabling Divisions.

Among other findings, the survey insights were:

There is disparity in relation to talent management approaches and understanding across the organisation

Most respondents reported undertaking some level of talent discovery and engagement (which may not be badged as ‘Talent Management’)

There is a need for a calibrated process beyond 1st and 2nd line managers

A defined need for approaches/methods that work for specialist areas

A need for navigable, approachable development for individual career aspirations

Using these insights created:

Talent Management Framework Visual Draft form – A visual articulation of the framework, setting out its purpose, talent definition and colleague/manager journey. (Appendix B – Talent Management Framework Visual Draft).

A suite of supporting resources –

Nurturing Your Potential Self-Assessment reflective tool

Manager’s guide

Draft rationale document

Conversation prompts

Talent Curiosity Session and pilot groups – An introductory workshop designed to build awareness, generate engagement and stimulate curiosity around emerging talent concepts and framework components. Pilot groups are underway, with evaluation points identified to refine and measure effectiveness.

All products are iteratively improving as work progresses into phase 2 and 3: Shape, Build.

Phase 2 and 3

Shape (Q2 26) – Draft framework and policy assurance

On track

Build (Q3 26/27 – Q1 27/28) – Talent architecture, pilot planning

On track

Early-Stage Design:

Initial Talent Review and Calibration Approach – Early design work has begun to define a potential review and calibration process as part of the longer-term ambition for a connected talent management approach.

Talent Programme Pathways – Early engagement has begun with internal teams to identify development opportunities for key talent groups and inform future programme design.

Digital Talent Resources – Early design work has started to scope a digital resource hub for guidance, learning content and development opportunities. Its structure will evolve through insights from talent sessions, stakeholder engagement and emerging learning and development content.

While these products represent substantial progress, further stakeholder engagement and governance input will be required to ensure alignment, usability and readiness for wider implementation.

Embed & Explore (post Build) – Pilot rollout and early evaluation

Timelines TBD

Integration

The Talent Management framework is being developed to complement and strengthen the wider people ecosystem, embedding talent management across connected people processes rather than positioning it as a standalone activity. This integration is expected to strengthen capability at individual, manager and organisational levels.

A broad map of integration points is provided in draft format in Appendix C.

Anticipated Impacts

As the framework becomes embedded and talent management maturity develops, it is expected to support positive impacts at individual, manager and organisational levels. Early focus is likely to centre on improving awareness, confidence and consistency in talent conversations and decision making.

Anticipated impacts include:

Improved Talent Visibility

Enhanced Manager Capability

More Consistent and Transparent Talent Decisions

Stronger Talent Pipelines and Leadership Readiness

Improved Workforce Agility

Sustainable Organisational Capability

Overall, the framework supports a more connected and proactive approach to talent management, helping place the right people with the right capabilities in the right roles at the right time.