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UK public sector failing to spot and develop leaders |
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Monday, 10 September 2007 |
Only 36 per cent of British public sector
organisations have a formal process for identifying leadership potential – as
opposed to 61 per cent of private sector companies.
The worrying figures were revealed in new research published by management consultancy the Hay Group, which said that even when employees with leadership potential were identified, their careers often weren’t managed to give them optimal experience.
The Hay Group report also found that people were often coming to maturity as potential leaders at the same time in their lives that they had the most family duties, and were therefore reluctant to take on roles in which they shoulder all the responsibility and accountability of an organisation.
Management consultant Dr Lesley Garrick of the Hay Group, who is based in Scotland, said that public sector leaders’ jobs had to be redesigned in order to fill key posts that are now falling empty.
“The traditional routes through the civil service are well understood, but some of that will have to be challenged, so that someone doesn’t look behind them and find that there is nobody to follow them. There are skills shortages at all levels.
“We are already seeing substantial difficulty in filling posts – people may have the potential, but may not have had the development and experience that they may need.”
Garrick said that one positive was that the new structure of the Scottish Government, formerly the Scottish Executive, should lend itself to the development of future leaders.
“The possibilities for giving people more breadth earlier in their career in theory should help. The issue is making sure that roles and responsibilities are clear. It has also got to be more than just a name change.”
Garrick also said that hopefully the cross-cutting nature of the new Director General roles would filter down through the government.
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