Melanie Lambert

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• Melanie Lambert
• MOD HR Strategy Planning

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The Ministry of Defence

• Big 89,000 civil servants 206,000 military
• - non industrial 61,000
• - industrial 16,000
• - trading funds 12,000
• Complex
• - 11 major business units 31 agencies 5
  trading funds various global locations
• Integrated
• - Many civil servants in military commands many
  Service personnel in Head Office etc.

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Where we were in MOD

• Starting Point
• No corporate planning capability
• A new HR Strategy being delivered
• New vision for HR
• A new planning cell was formed
• Drivers
• The Defence Management Board required better
  information on civilian issues
• Treasury and Cabinet office required Pay and
  Workforce strategies

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The Vision

• Better people planning, linked to business
  planning enabling the HR function to be strategic
  business partners
• Better management information
• Achieving a proactive stance, in order to improve
  the performance of the organisation

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What are we doing to get there?
Staff attitude survey
Skills Planning
statistics
defence balance Scorecard
links with business Planning
Legislation
External analysis
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Bringing it all together

• Workforce assessment by the turn of the year
• Next iteration of the Pay and Workforce strategy
• Analysing data in a joined up fashion to give a
  full corporate picture
• Internally the workforce assessment will feed
• - Policy development
• - Resourcing
• - Training and development activity
• - Measurements and metrics

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Back to the Vision, so.

• Better people planning, linked to business
  planning enabling the HR function to be strategic
  business partners
• Short Term (next 12 months)
• Med Term (up to 2006)
• Long Term (2006 and beyond)

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• Contacts
• Melanie Lambert
• Email dgcphrstrat-planning2_at_defence.mod.uk
• Tel [phone]