Working with organisations with people

020 7953 3704

Department for Transport

The Ambition

To develop a collective leadership community across the department and its seven agencies to take it into the 21st century.

Our Response

Three Talent Management programmes: one for members of the SCS with the potential to go higher; one for those aiming for the SCS and one for AO to SEO grades with the potential to reach Grade 7.

Faraday was invited to consult with the department on its Talent Management strategy. After discussions with a number of internal would be users, the HR director and Director of leadership and talent management, we proposed and designed three programmes. These included 360 feedback and other psychometrics; briefing workshops; a Development Centre; one-to-one coaching; progress reviews; action learning and core skills modules in the first year.

The programme has gone from strength to strength and has now been separately bought in by three of the department’s executive agencies. Each agency has its own specific needs, such as engineers who need to transition to managers and leaders. In each case, we have consulted with key personnel in the agencies and tailored the programme accordingly.

Talent development can generate some internal creative conflict as participants begin to challenge the way things are done and offer alternative approaches to leadership. We wanted our client to anticipate the changes, creativity and new thinking, which would result from the intervention and be equipped to respond. In this case they invited participants to lead new cross-cutting corporate projects.


Now that the programme is in its fourth year, the benefits the department is experiencing are on two levels. First, on an organisational level the department is developing a resource of motivated, enthusiastic and energised people to help lead and change the department in the 21st century. It now has a mature and functional resource pool.

On an individual level, people are having personal successes, gaining confidence and developing opportunities to learn and grow.

Performance outcomes relate to successes in current posts, short-term attachments and projects, and contributions to corporate initiatives. Half of participants in the first two cohorts have achieved promotion.

Independent evaluation finds the overall picture extremely positive. The programme significantly improves participants’ focus and progress on those competence areas that have the greatest relevance. It equips them with the skills to manage their own career development, as well as the knowledge and enthusiasm to accelerate their development. Other outcomes cut across a range of competences and underpin heightened performance and accelerated development. The most significant of these include: greater confidence as a leader; stronger personal presence and impact; a greater sense of personal responsibility; and contributions to corporate leadership aligned with greater awareness of the organisation as a whole.


Some of our clients include:
  • Boehringer Ingelheim
  • Department for Business, Innovation and Skills
  • Merseyside Probation Trust
  • Government Office for the English Regions
  • Department for Children, Schools and Families
  • Department for Communities and Local Government
  • Department for Culture, Media and Sport
  • Department for Environment, Food and Rural Affairs
  • Department for Transport
  • Driving Standards Agency
  • Driver and Vehicle Licensing Agency
  • Government Offices of the English Regions
  • Humberside Probation Trust
  • Identity and Passport Service
  • London Borough of Newham
  • Ministry of Justice
  • Natural England
  • Vehicle Operations and Standards Agency


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