Key findings
Changing appraisal
and promotion
systems in the
Agencies
Promotion to all grades
was previously conducted
through promotion
boards, which took the
form of a paper-based
exercise. Only for the
most senior roles was
this followed by a formal
interview with a board.
The board would have
access only to a written
promotion application and
to the recent performance
appraisals written by the
individual’s line managers.
In terms of the ‘new’
systems, each Agency
has slightly different
processes, but they all
involve:
• greater focus on
evaluating performance
against specific
competencies;
• assessment centre
gateways for key grades
where there is a major
change in the level of
responsibility between
the two. These are
designed to ensure
a more transparent
and objective process,
based on individuals
meeting the required
competencies at
the higher grade.
Assessment centres test
these competencies
through interviews,
written tests and team/
individual exercises,
normally over the course
of one or two days; and
• promotion to specific
positions as and when
vacancies arise (rather
than via large, annual,
grade-based promotion
exercises).
Career and promotion prospects
46. Processes and mechanisms. We were particularly concerned
following our first round of meetings with staff from the Agencies,
during which we heard that the current appraisal system was seen as
a barrier to progress for women. A culture of ‘serving your time’ was
still seen to be operating which often hinders women to a greater
extent, in particular when women have taken time out from work to
have and bring up children, and the system of promotion boards was
seen as biased against women.
47. A year on, attitudes towards promotion prospects for women
seem slightly more positive. This may be partly as a result of some of
the Agencies moving from promotion boards to assessment centres.
At MI5, we were told that more women had now been promoted as
a result of this new process.
“Promotion at MI5 is based on merit. The system recently changed
from an entirely paper-based exercise to a competency-based
interview for a specific role, with formal assessment centres at key
promotion points. I believe this system is a better way to test a broad
range of skills, rather than favouring those who write well (but may
not otherwise be great communicators). The appraisal process is fair
and transparent; I have not experienced gender bias. However, it is
just one means of staff development. I have always found leaders in
MI5 to be very receptive to a request for constructive feedback at
any time of the reporting year. I try and do the same with my team.”
Senior woman at MI5
48. In principle, assessment centres which reach an objective
assessment of an individual’s readiness for promotion are appealing.
However, the policy regarding promotion appears to be in flux across
the Agencies, with the introduction of assessment centres for some
grades and a move to promotion to post for others. While we are
confident that the intention is to create a fair, transparent and flexible
approach, it remains unclear whether this will be achieved across the
board.
“I think women in the Service still face an uphill battle to advance
their careers into senior management. The introduction of a new
promotion process has, however, transformed the ability of women
to opt for and secure promotion. We are only 2.5 years into this
and already know that when women do apply for promotions they
are more successful than men in securing them. The task for the
leadership now is to increase the number of women applying for
promotion.”
Senior woman at SIS
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