Goal 2: Engage, Enable and Empower our People
| Engage, enable, and empower our people to succeed in their roles, and deliver continuous innovation and change | ||
|---|---|---|
| Priorities | Actions to implement these Priorities | Outcomes and KPIs for 2026 |
| 1. Develop a new People Strategy that matches the NSSO’s ambition and strategic goals, and is aligned to the Civil Service Renewal Plan 2030 2. All managers working as one leadership team to create a single strong culture for the future ways of working in the NSSO. 3. Invest in the development of the extended leadership team (ELT) and all managers, and the strategic management of NSSO, ensuring that substantive supporting mechanisms are in place. 4. Invest in the development of our people to achieve their career development goals and objectives. 5. Establish a highly collaborative culture where self- directed and high-performing teams own their work and are empowered to innovate. 6. Establish and embed an ED&I strategy in the NSSO ensuring an inclusive environment where we value and embrace Diversity and Inclusion. 7. Recognise and embed exemplary people management and development practices throughout the NSSO. 8. Continue to deliver climate action commitments contained in the Climate Action Plan 2021 and contribute to its successor. | • Continue to evolve new ways of working and organising staff in the blended working environment. • Develop and implement a HR strategy identifying the skillsets needed up to 2026. • Implement Culture Roadmap Action Plan • Skill map our existing team. • Redesign and implement an enhanced induction programme for all new staff in 2023. • Executive leadership training. • Peer to peer mentoring programme. • Roll out a leadership development programme, and development of NSSO ED&I policy and ED&I training and awareness programme • Review organisational capacity. • Redefine staff development and engagement actions in blended working environment. • Implement NSSO’s Climate Action Roadmap | By 2026 our people will have built an organisation that is a great place to work, validated by: • Consistently achieving positive results in civil service-wide engagement survey. • Capacity and competency model in place for the NSSO by 2024. • Career pathways and increased ‘professionalisation’ for NSSO staff in place by 2024. • Staff recognition programme in place. • Culture of high performance – active performance management and coaching throughout the organisation by 2023. • Measurement of workplace health and culture and implementation of culture roadmap. • Achieve quality Diversity Accreditation • Staff turnover matches Civil Service levels for operations departments. • 50% improved energy efficiency by 2030 |
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