People
Priority 13 - we will develop leadership and management capability at all levels in the service
This year saw the successful rollout of challenging behaviour training across the organisation. This has provided managers and staff with practical skills and techniques to:
- confidently manage difficult conversations
- challenge inappropriate behaviours
- support a positive workplace culture
- strengthen individual confidence
- improve leadership capability
- contribute to the service's commitment to fostering a respectful, inclusive and professional working environment
To support managers a comprehensive toolkit has been developed to provide guidance and resources relating to grievance, disciplinary and people management processes. By providing accessible resources and clear guidance, the service aims to ensure managers are appropriately supported when dealing with complex people matters.
The service has also continued to strengthen its commitment to workforce development through an increased uptake of apprenticeship programmes. During 2025 to 2026 additional apprenticeship opportunities have been introduced across a range of disciplines, supporting professional development, succession planning and the acquisition of specialist skills. This investment reflects the service's commitment to creating learning opportunities that support both individual career progression and organisational capability.
Priority 14 - we will utilise innovative practices to attract, select and champion talented people, enabling diversity and embracing difference
A key achievement during the year has been the comprehensive review and update of the service's talent management, resourcing and learning and development policies. These revised policies provide a modern and consistent framework for attracting, developing and retaining talent, whilst ensuring workforce planning and development activities remain aligned to organisational priorities, future service requirements and national best practice.
To support future workforce sustainability, local recruitment plans have been developed across all functions and departments. These plans are informed by anticipated retirements, workforce demographics, succession planning requirements and emerging service needs.
Recognising the importance of building a workforce that reflects the communities it serves, the service has developed a service-wide positive action plan. The plan establishes a coordinated approach to improving attraction, engagement and recruitment from underrepresented groups, whilst promoting greater awareness of career opportunities across all areas of the organisation.
Priority 15 - we will develop the diverse skill sets of our people to build an agile, professional and competent workforce
Throughout 2025 to 2026 additional emphasis has been placed on strengthening career development and talent management processes. Updated guidance has been introduced to support the completion of performance and development reviews (PDRs), ensuring that meaningful conversations take place between managers and employees regarding:
- performance
- wellbeing
- development needs
- future aspirations
This approach supports a more consistent and developmental experience for staff whilst strengthening links between individual objectives and organisational priorities.
The service has introduced ambition and potential conversations as part of its broader talent management framework. These discussions encourage individuals to consider future career opportunities, identify development requirements and explore progression pathways across the organisation. By proactively identifying talent and supporting career aspirations, the service is better positioned to develop future leaders and specialist capability.
To complement this approach, development and progression panels have been established to provide greater oversight of workforce development, succession planning and talent identification.
Priority 16 - we will continue to develop a happy, healthy and resilient workforce
During 2025 to 2026, the service has continued to adopt a preventative and whole-person approach to wellbeing, recognising the interconnected nature of physical, mental, social and financial wellbeing. This approach remains aligned to our health and wellbeing strategy and supports the wider objective of creating a positive workplace culture where staff feel valued, supported and able to perform at their best.
Alongside wellbeing activity, the service has continued to embed its communications strategy, recognising the important role that effective communication plays in employee engagement, wellbeing and organisational culture. Throughout 2025 to 2026, work has continued to improve the consistency, accessibility and effectiveness of internal communications, ensuring staff are informed, engaged and connected to organisational priorities and developments.