Key findings
“Changes in the
promotion processes,
including a move
towards assessment
centres, appear
to have had a real
impact on the way
women feel about
their prospects within
the organisation; this
is therefore a very
positive step.”
“We have no formal mentoring, sponsoring or coaching system for
women. We have only the informal, but positively received Leadership
Learning Sets. The women I have mentored have all had to work on
their confidence in themselves, thinking more strategically, thinking
more about their own leadership style and behaviour, and thinking
more about how they present their evidence. However, all the
women I have mentored for promotion have secured it, suggesting
women at these grades do benefit from senior officer involvement
and encouragement.”
Senior woman at SIS
Next steps
51. 360 degrees? Changes in the promotion processes, including a
move towards assessment centres, appear to have had a real impact
on the way women feel about their prospects within the organisation;
this is therefore a very positive step. But there is more that could be
done to build on the assessment centres. Most of those we spoke to
referred to 360 degree appraisal. This is a system whereby individuals
can obtain feedback on their performance from others outside of their
line management chain, such as customers or colleagues. While all
three Agencies say that 360 degree appraisals are already widely used,
we would be in favour of this being introduced across the board as it
provides a more rounded assessment of an individual and can help to
counter any potential bias from an unsupportive manager.
52. Career management. In terms of central processes, we also
believe that the decentralising of career management – whereby HR
delegated responsibility to individuals to manage their own careers
– has had an adverse impact on women. If women are less likely to
put themselves forward for promotion boards, or for an assessment
centre, then some form of centralised career management, whereby
promotion is suggested to them, and they are encouraged to apply,
is necessary. We would strongly encourage the Agencies to consider
reinstating such central support.
53. There are other approaches, such as talent management and
mentoring/sponsorship, which can help to build the confidence of
women in their abilities and promotion prospects, and we would
encourage their use too:
(i) Talent management – a system to help the early
identification of individuals who have the potential to become
successful leaders and to develop that talent through tailored
programmes.
(ii) M
entoring/sponsorship – a way of monitoring and
encouraging future leaders through guidance and advice to
progress their careers with a view to the long term. Senior
individuals will mentor a number of more junior staff and in so
doing help to share best practice.
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