Examples of levers that may be used to drive demand | Summary of high level actions (A) / recommendations (R) |
|---|
leadership campaigns | R - Review to consider further |
encouraging the adoption of ambitious organisational strategies | R - Embed skills utilisation in organisational development services |
supply chain procurement practices of Scotland's biggest industries | Explored. Not recommended A - Microsoft and BT Scotland will use their networks to promote skills utilisation to explore approaches. |
public procurement | A - SDS to explore legislative hurdles |
inspection and quality improvement strategies of the public sector | R - External scrutiny frameworks to demonstrate skills utilisation |
business support assistance potentially being tied to improvement in skills utilisation, i.e. investment assistance | Explored. Not recommended at this time |
Action Group will: | |
consider the audiences the Leadership Group should be seeking to influence and how those audiences are segmented, addressing barriers to understanding among the different groups and any constraints under which they are operating | R - Adopt communications action plan R - Embed skills utilisation in organisational development services |
identify clear roles and responsibilities for each agent or stakeholder involved | Roles and responsibilities identified in report |
prepare a draft communications action plan | Prepared |
make recommendations to the Leadership Group by April 2009 on specific actions that should be taken on the basis of the key themes emerging from its analysis | Recommendations made |
taking into account, among other things | |
the needs of different organisations (including according to sector, geography, size of organisation and public/private/voluntary sector); | Communications action plan, report and establishment of cross-sectoral network take these into account. |
the need to promote equalities issues. | Equalities issues identified as integral to skills utilisation in communications action plan. Sectoral leads would be given specific equalities role |
Supplementary actions | |
mapping work, including better understanding of the current mechanisms for the dissemination of good practice | Mapping of organisational development support services in report. Mapping of leadership and management initiated but incomplete. Mapping of information, advice and guidance mechanisms published 11 |
how the public sector as an exemplar can increase demand for more effective skills utilisation | A - Scottish Government action identified A - Commitment of key delivery agencies given |
improve the opportunities for middle management to lead improvement activity | R - Review to consider further A - Scottish Funding Council funded Business Improvement Techniques project to be undertaken. |
the role of public procurement and financial aid packages, including how to respond to criticisms about the imposition of unnecessary burdens | A - SDS to explore legislative hurdles Financial aid conditions considered but not recommended. Responding to criticism not relevant at this stage as no new burdens proposed. |
development of a cross-sectoral network for leaders - and innovators - of the future | R - Establish new group to consider further |
development of tools as a means of organisations reaching good decisions on the more effective use of skills. | This action will be pursued at part of the 'best strategies' project. |