POL00458453
Strategic People Plan
Creating a great place to work for all
POL00458453
POL00458453
POL00458453
POL00458453
Creating a great place to work for all... > Ib
Sustainability
Scanning the horizon whilst continuing to listen,
learn and deliver best in class. A consistent, reliable
offering across the whole colleague lifecycle.
Steadily building on the foundations to embed and improve. Building
confidence and trust in the People offering. Expanding our focus beyond the
basics and aiming for best in class.
3 Stages
Foundations
Assessing where we are and where we want to be — people, processes, technology, culture.
Starting where we are, using what we have, doing what we can to reinforce or build strong
foundations that will underpin our ambitions for the future. Narrowing our focus to ensure we get the
basics right first.
POL00458453
POL00458453
Post Office Limited “Oocument Classification: INTERNAL
Creating a great place to work for all... yy
Colleague Experience
Transform what our people feel, see and experience throughout their time with us
Capability
Reimagine our approach to talent and people capabilities to unlock the full potential of the
business
3 Strategic Priorities
Deepen our commitment and focus on ED&l to become a truly inclusive and safe place for all
Delivered by a People Team set up to enable Post Office to meet its vision and purpose and transform its culture
Colleague Experience
Transform what our people feel, see
and experience throughout their
time with us
Brilliant basics in place for all
colleagues
Colleague support through the Inquiry
Colleague Wellbeing strategy developed
Total reward statements introduced
Continuity built into STIP measures
Define and embed pay governance principles
Recruitment and selection process improvements
Applicant Tracking System enhancements
Standardise pay negotiation processes and governance
Map People Shared Services processes
5-year colleague engagement platform
3-year People Systems roadmap
Capability
Reimagine our approach to talent and
people capabilities to unlock the full
potential of the business
Raise the bar on leadership
management and people capabilities
Embed the new People Operating Model
New leadership model and behaviours embedded
Training needs analysis for all managers and individual plans
produced
Potential model introduced
High potential talent processes in place
Robust succession plans in place for all functions
Selection framework in place
Annual performance and development cycles locked down
Performance reviews for non management grades
Performance management process improvements
Define organisation design principles, job design principles
and job families
Contractor strategy and cost reduction
POL00458453
POL00458453
Inclusion
Deepen our commitment and focus on
ED&l to become a truly inclusive and
safe place for all
Move the dial from a diversity focus
towards an inclusivity focus
Define 3-year EDI deliverables
Define roles and responsibilities for ED! across business
Embed EDI policies across colleague lifecycle
Network focus on intersectionality
Improve diversity sharing rates
Senior diversity recruitment process introduced
Targeted development programmes for diverse talent
Inclusivity and unconscious bias training for all leaders
POL00458453
POL00458453
Post Office Limited - Document Classification: INTERNAL I ¥ i: x
Creating a great place to work for all _
Build on colleague pride, motivation, advocacy and belonging increasing engagement index by 10%
Wellbeing yep has improved attendance, productivity and retention as a result of its clear focus on employee
Post Office has competitive levels of reward and employees are clear on their total reward level against the
market
Reward
Colleague Experience Core Processes Post Office has efficient and effective core people processes across the employee lifecycle
paces Post Office has people policies that reflect the strategic people priorities and are delivered consistently by all
managers
Post Office has value-for-money people systems that employees find reliable and consistent
i Post Office uses people data and analytics to take appropriate actions, to identify future strategic people
Data and Analytics objectives and to assess the effectiveness of the People function
Post Office leadership is trusted and demonstrates the skills, capabilities and high standards to lead the business
Peadership through its transformation
Post Office retains and develops employees to reach their full potential - supported by clear development plans
ales pee cee and visible career pathways
Capability Talent Attra Post Office is recognised as an inclusive employer, dedicated to attracting the best diverse talent
Performance is managed consistently and fairly by all managers across Post Office — ensuring that what is
eC EI A elivered and how it is delivered are managed and measured equally
oe Post Office has an organisational design that delivers against the business’ strategic objectives and is consistent
9 9 with the job design principles and organisational design principles it has set
Inclusion Post Office is recognised internally and externally as a truly diverse and inclusive business
POL00458453
POL00458453
A great
place to
work for
all
Define 3-year ED! deliverables
Networks focus on intersectionality
Internal and external comms aligned to commitments Employer brand aligned to EDI commitments
Equal pay audit 3 year EDI strategy cycles
Internal assurance framework for EDI
Business strategy drives Group TOM
Internal candidates assessed for all roles
Improve diversity data sharing rates
\, Extend EDI focus to include Postmasters and
\ communities
Process Cl
Embed EDI policies across colleague Accreditation for internal talent programmes
Organisational objective cascade
Group TOM established
Invest in leadership development programmes
lifecycle Data-driven decision maki
Define roles ad fesponsibilities for EDI across business ee
Colleague self-service model
Inclusivity and unconscious bias training for
all leaders
Career frameworks for all roles Gress fictional alent reviews Recruitment services framework
Senior diversity recruitment process
Review role grading structure Marketplace certifications for reward
Targeted development for diverse talent
Selection framework Develop technical competency frameworks
New employer brand and value proposition
Annual devel it les lock
nual performance and development cycles locked down Beicee cir) uel nica vogenne
i i id) i
Performance reviews for non management grades pe cruitment psychometric testing for Colleague advocacy campaign I oe flexible benefits
leadership roles Awards and recognition framework
Extension of 360 feedback to more managers.
Robust succession plans for all functions rae ; Differentiated annual pay reviews
Define OD and job design principles p Listening and ideas platforms
Create job families Contractor strategy and cost reduction Improve self-service capability across People systems
Potential model in place
Colleague Wellbeing strategy Careers site launched
High potential talent processes in place
Embed People Operating Model Map and improve People Shared Service processes Refreshed occupational health provision
Functional strategic workforce planning in place e e
Process improvements in recruitment and selection and performance management
New leadership behaviours framework embedded Build continuity into STIP schemes 3 year People systems roadmap New 5 year engagement platform
Additional management capability training _~a ojicant tracking system enhancements _ Launch Total Reward statements Pay governance princ\
New leadership model in place
Colleague support processes through the Inquiry Standardised pay negotiation process and governance