Departmental report : 2003 / Dept. of Trade and Industry ; presented to Parliament by the Secretary of State for Trade and Industry and the Chief Secretary to the Treasury.
- Great Britain. Department of Trade and Industry
- Date:
- 2003
Licence: Attribution 4.0 International (CC BY 4.0)
Credit: Departmental report : 2003 / Dept. of Trade and Industry ; presented to Parliament by the Secretary of State for Trade and Industry and the Chief Secretary to the Treasury. Source: Wellcome Collection.
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![2.50 contained a number of recommendations relating to DTI as a Government Department. The Government's response sets out how the Department, together with other Government Departments will address those recommendations. The Department is working towards embedding risk management within the organisation following a joint HM Treasury and Cabinet Office initiative on implementing the recommendations of the Turnbull report on Corporate Governance and the recent report from Cabinet Office on improving the Government's capability to handle risk and uncertainty. Its aim is to encourage more innovative and well thought through risk taking in the Department with risk management playing an integral part in key decision-making processes such as business planning. 251 252 2.53 Improving DTI’'s external recruitment procedures and promoting the Department as an employer are key to ensuring that the Department employs the people it needs. DTI is making greater use of e-recruitment methods and of the ethnic minority and disability organisations and media to reach a new and wider audience; of its own people to market the Department in person and in recruitment literature; and of career events and open evenings. Recruitment competitions during 2002 attracted more successful candidates than expected, from highly diverse backgrounds. DTI intends to build on this Success during 2003 by ensuring its procedures fully reflect best practice and exploit its new Departmental brand. Developing people and implementing change effectively are where much of the Department's current and planned 2.54 2.55 human resources activities lie. DT] has launched a leadership model and programme to develop leadership skills and is implementing a variety of measures to encourage the development of appropriate capabilities and behaviours and tackle poor performance, including new staff reporting arrangements, personal development reviews and guidance on tackling inefficiency and increased support to managers to equip them to deal with poor performance. “Working Together to Deliver Success” is an internal publication describing what DTI and individuals can expect from each other in terms of leadership, fulfilling potential, taking forward change, performance and reward, and working environment and the Department is providing further help with career development and an increasingly wide range of opportunities. As well as the new personal development reviews, initiatives include: an enhanced secondment/interchange programme. A hundred secondments began in 2002. SCS staff now spend one week a year on an external secondment and the scheme is being extended to others; a thriving mentoring scheme a range of learning opportunities, including opportunities for MBA sponsorship; an accelerated development programme for some 120 people which brings together both “fast streamers” and staff on the Department's internal development programme; and practical careers advice and support. The capability analysis mentioned above has identified business credibility, quality policy formulation, effective management and project based working](https://iiif.wellcomecollection.org/image/b31849209_0056.jp2/full/800%2C/0/default.jpg)
