4.1 Building the Leadership of the

4.1 Building the Leadership of the Future With 69 new and newly promoted managers appointed in the NSSO during 2021, the NSSO is committed to building the next generation of talent through employee leadership and development programmes. To support these new managers, an essential ‘New Manager Induction Programme’ was developed to launch in 2022.

The NSSO’s Human Resources and Organisational functions are responsible for developing employee skills, capabilities and leadership to build the workforce of the future, while also ensuring that the NSSO is a diverse, inclusive workplace with the right capabilities in the right places to deliver on its three year Strategy.

5

Leadership Development Framework

Strengthen leadership & people manager

Foster a high performance and engagement

Leadership in

Leadership

a Blended Environment

Agility

expertise at all

culture

levels

We will foster a culture of nurturing and promoting positive people management at all levels.

Our focus is on enabling the growth and development of people managers with the knowledge, skills and behaviours to effectively:

• lead diverse teams;

• collaborate with other teams; and

• deliver excellent services and our operational plans with flexibility in responding to change and building capability to lead/contribute to innovation and the future of the NSSO.

5 National Shared Services Office Strategy 2021 – 2023

National Shared Services Office (NSSO)

Learning and Development also offered new leadership programmes to managers including the Six Sigma programme which includes the Lean for Leaders White Belt, Yellow Belt and Green Belt Programmes and the new CIPD Foundation in People Practice.

is committed to enabling staff movement across the organisation.

An Internal Mobility Policy was developed in 2021 for implementation in 2022. The Policy will help:

• enhance career development opportunities for staff;

Internal Mobility Policy The Civil Service Renewal

6 Plan aims to improve how the Civil Service matches skills with roles by enabling greater mobility and flexibility across the workforce. In line with the Civil Service Renewal Plan, the NSSO

• create a more flexible workforce to enable the best use of skills and resources; and

• enhance the NSSO’s prospects of retaining high-quality staff.

Figure from page 24

Leadership Story Andrea Glynn, Assistant Principal, Finance Shared Services “I trained as an accountant and in 2017, applied through an open competition for a position as a HEO Auditor. I was ofef red a role in the NSSO working on the FMSS project. Afet r researching the project, I realised immediately the enormous potential of this opportunity, given that this was clearly such a hugely transformational programme for Government. I am currently based in the Galway office where I am working as an Assistant Principal in the FMSS Programme. I hold the role of Master Data Manager. I have gained significant Leadership, Technical and People Management skills from working on FMSS. I have also completed a Diploma in Project Management and a Level 5 qualification in Professional Irish. Although I have encountered many challenges in this role, I believe that this has been one of the wisest career choices I have made to date. Working on a project implementation of this scale and complexity has helped me to grow as an accountant and as a manager. I am looking forward to expanding my experience as the programme continues and FSS operations is brought to life.”

6 Civil Service Renewal 2030 Strategy ‘Building on our Strengths’