Civil Service publishes ‘people strategy’

The Northern Ireland Civil Service has published a ‘people strategy’ for the years 2025 to 2030, outlining its goals of creating a workforce that is “collaborative, skilled, and delivery-focused”.

Published in late-April 2025, the Northern Ireland Civil Service People Strategy: 2025-2030, is aligned with the Programme for Government, Doing What Matters Most, and focuses on supporting public services through workforce development.

It states: “The Civil Service People Strategy aligns with the Programme for Government… with a clear focus which centres on collaborative decision-making and outcomes-based approaches.”

The strategy is framed around three overarching people priorities:

• skills and capacity;
• experience and environment; and
• leadership and inclusion.

The document notes: “Focusing on these priorities and related actions over the next five years will enable us to support Ministers and the Executive as a whole in developing and implementing their policies, and in delivering public services.”

Skills and capacity

This priority is aimed at ensuring the Civil Service workforce is the “right size and shape”, with appropriate skills for current and future demands. The strategy highlights low satisfaction in learning opportunities, stating: “Currently only 48 per cent of the workforce responding to our People Survey think that they receive sufficient learning and development opportunities.”

Interventions over the first two years include:

• simplifying and streamlining recruitment processes;
• developing workforce planning toolkits and modelling proposals;
• completing a review of Civil Service professions;
• implementing a new Learning and Development Strategy; and
• increasing opportunities for digital upskilling and use of technology.

It also mentions plans to “offer the opportunity to the workforce to complete rotations within the Civil Service to gain skills and provide versatility”.

Experience and environment

The Strategy’s second priority area is focused on employee experience. It identifies the need for clearer responsibilities, improved wellbeing, and a more supportive workplace culture. It states: “When members of the workforce are appropriately recognised and rewarded… it fosters a sense of pride and motivation.”

Key interventions include:

• reviewing policies including performance management, grievance procedures, and hybrid working;
• standardising the approach to managing absence and occupational health;
• delivering the Civil Service Health and Wellbeing Strategy; and
• introducing a new Pay and Reward Strategy and recognition schemes.

The strategy commits to continued delivery of the Civil Service Estate Strategy to ensure “a greener and more modern environment to work in”.

Leadership and inclusion

This priority addresses leadership capability, inclusive practices, and decision-making. The strategy states: “Each one of us has the ability to play a leading role in our work which contributes to the Civil Service making a positive difference to people here.”

Planned actions include:

• promoting collective leadership through visible engagement and communications;
• developing a Senior Civil Service Strategy;
• refreshing the Civil Service Competency Framework;
• exploring strengths-based recruitment methods; and
• expanding mentoring and employability programmes.

The document also refers to the importance of ensuring leaders “nurture an inclusive and innovative environment, and set an example for their teams”.

Implementation

Implementation will be overseen by the Civil Service Board and its People Sub-Committee. The strategy outlines specific roles for the Board, departmental leadership teams, managers, individuals, and the HR function. It states: “We will be successful through working together and also delivering our people priorities in collaboration with Central Trade Union Side (CTUS).”

The strategy highlights the use of several measurement tools, including the People Survey, pulse surveys, and focus groups. It commits to publishing an annual progress report and states that implementation plans “will remain live documents subject to ongoing monitoring and review”.

Finance Minister John O’Dowd MLA says: “The People Strategy sets a clear direction and focus for the Civil Service to meet both current and future challenges. The Civil Service will be best placed to meet those challenges if we can both attract and retain colleagues and support them to develop. This People Strategy builds on our strengths and what we have delivered and signals our ambition and aspiration for colleagues and the Civil Service.”