A pioneering change agents’ programme to develop staff skills has been initiated by Birmingham City Council. Its cabinet member responsible for HR, Cllr Alan Rudge describes its progress
What do an ex-vicar, a web master, and a retail store manager all have in common? The answer? A wealth of private and public sector experience which has given them the opportunity to fast-forward their career progression through a pioneering change agents’ programme.
This people-centric approach to providing specialist consultancy skills has been initiated by myself, the cabinet member responsible for HR and equalities at Birmingham City Council, because I believe that in order to keep the very best talent within the organisation, it is necessary to allow them to expand their horizons and take on new challenges.
The change agents’ programme is one of a number of initiatives I am supporting to deliver Birmingham’s objective of being a high-performing local authority with a motivated, flexible, and skilled workforce, a huge challenge in the current climate.
Ex-vicar, Dave Allport, at 54 years old, is the ‘elder statesman’ figure for the first group of 12 to undertake the programme. His aim is not to fast-track his career. He has already reached the top of the pay grading system, apart from director level. For Mr Allport, it is all about continuing to make a difference.
As he explains: ‘I have had a varied background in the public sector, a few not-for-profit roles, and some private sector positions, but I have always wanted to make a valuable contribution not just to the organisation but to wider society as a whole. The programme offers me and my fellow change agents an unrivalled opportunity to influence outcomes and take greater control of our own career paths than we would have if we had continued on a more specific career path.’
Mr Allport’s future is likely to involve helping develop the change agents’ programme as it grows. He already mentors the other agents, and leads the Action Learning Set which allows the group to share their experiences and learn from each other.
Sarah Hinksman, by contrast, is one of the younger change agents and has greatly benefited from the support that being part of such a small group brings.
She explains: ‘I really value being able to share my experiences with the rest of the change agents, and having the team structure, means I do not feel isolated which could be a consequence of always moving from one department to another.’
‘My background in web-based technology has stood me in good stead, so the pace of change and variety from taking on a series of smaller and very different change projects is a challenge which I welcome.’
Finding the right change agent for any particular project makes the administration of the programme a little like a dating agency.
Prospective change agent consultants are offered to the departments which have a need, and a successful match is made.
This has worked exceedingly well, and for Sarah, has resulted in repeat requests for her services from the housing directorate, the result of a happy and successful partnership.
Richard Williams found that he could transfer his skills from the private to the public sector when he took a chance and applied for a job in social care, after 20 years’ experience in retail management.
Mr Williams describes the change agent recruitment process as gruelling. He says: ‘I was physically and mentally challenged by the selection process. However, the subsequent support and training provided by In-Source, the council ‘s HR service which manages the initiative, has allowed me to develop my managerial and leadership skills in a way that just would not have been possible in my previous job.’
Mr Williams aims to prove that the programme meets one of its stated objectives, and becomes a transformational leader of the future.
The programme is proving to be hugely successful, both for the people who pass the rigorous selection process and become accepted as change agents, but also for the directorates which request and pay for their services. The 100% utilisation rate achieved so far reflects this, and a new intake of around another 40 people is already under way.
The enthusiasm of the change agents is inspiring, and the way that they are engaged and totally committed to Birmingham City Council as an employer, shows what it means to them as employees.
Our change agents as city council employees have excellent empathy with fellow employees, and the programme also helps with recruitment, helping us attract some of the best candidates when looking for the leaders of tomorrow.
An added bonus is that in utilising our own in-house talent, we are making substantial financial saving from a reduction in the number of external consultants required to be used.
Cllr Alan Rudge is cabinet member for HR and equalities at Birmingham City Council.
This people-centric approach to providing specialist consultancy skills has been initiated by myself, the cabinet member responsible for HR and equalities at Birmingham City Council, because I believe that in order to keep the very best talent within the organisation, it is necessary to allow them to expand their horizons and take on new challenges.
The change agents’ programme is one of a number of initiatives I am supporting to deliver Birmingham’s objective of being a high-performing local authority with a motivated, flexible, and skilled workforce, a huge challenge in the current climate.
Ex-vicar, Dave Allport, at 54 years old, is the ‘elder statesman’ figure for the first group of 12 to undertake the programme. His aim is not to fast-track his career. He has already reached the top of the pay grading system, apart from director level. For Mr Allport, it is all about continuing to make a difference.
As he explains: ‘I have had a varied background in the public sector, a few not-for-profit roles, and some private sector positions, but I have always wanted to make a valuable contribution not just to the organisation but to wider society as a whole. The programme offers me and my fellow change agents an unrivalled opportunity to influence outcomes and take greater control of our own career paths than we would have if we had continued on a more specific career path.’
Mr Allport’s future is likely to involve helping develop the change agents’ programme as it grows. He already mentors the other agents, and leads the Action Learning Set which allows the group to share their experiences and learn from each other.
Sarah Hinksman, by contrast, is one of the younger change agents and has greatly benefited from the support that being part of such a small group brings.
She explains: ‘I really value being able to share my experiences with the rest of the change agents, and having the team structure, means I do not feel isolated which could be a consequence of always moving from one department to another.’
‘My background in web-based technology has stood me in good stead, so the pace of change and variety from taking on a series of smaller and very different change projects is a challenge which I welcome.’
Finding the right change agent for any particular project makes the administration of the programme a little like a dating agency.
Prospective change agent consultants are offered to the departments which have a need, and a successful match is made.
This has worked exceedingly well, and for Sarah, has resulted in repeat requests for her services from the housing directorate, the result of a happy and successful partnership.
Richard Williams found that he could transfer his skills from the private to the public sector when he took a chance and applied for a job in social care, after 20 years’ experience in retail management.
Mr Williams describes the change agent recruitment process as gruelling. He says: ‘I was physically and mentally challenged by the selection process. However, the subsequent support and training provided by In-Source, the council ‘s HR service which manages the initiative, has allowed me to develop my managerial and leadership skills in a way that just would not have been possible in my previous job.’
Mr Williams aims to prove that the programme meets one of its stated objectives, and becomes a transformational leader of the future.
The programme is proving to be hugely successful, both for the people who pass the rigorous selection process and become accepted as change agents, but also for the directorates which request and pay for their services. The 100% utilisation rate achieved so far reflects this, and a new intake of around another 40 people is already under way.
The enthusiasm of the change agents is inspiring, and the way that they are engaged and totally committed to Birmingham City Council as an employer, shows what it means to them as employees.
Our change agents as city council employees have excellent empathy with fellow employees, and the programme also helps with recruitment, helping us attract some of the best candidates when looking for the leaders of tomorrow.
An added bonus is that in utilising our own in-house talent, we are making substantial financial saving from a reduction in the number of external consultants required to be used.
Cllr Alan Rudge is cabinet member for HR and equalities at Birmingham City Council.
