VCA Best Practice Sharing Meeting – Identifying high-potential individuals and supporting aspiring leaders

In 2019, Shropshire begun using the CPG process from Crew Manager through to Area Manager level across operational, control and on-call staff. The process was introduced to provide a credible and consistent method for assessing readiness for progression. Since implementation, 391 candidates participated across 32 processes.

In 2019, Shropshire begun using the CPG process from Crew Manager through to Area Manager level across operational, control and on-call staff. The process was introduced to provide a credible and consistent method for assessing readiness for progression. Since implementation, 391 candidates participated across 32 processes.

Working with VCA, Shropshire identified 15 candidates who met their high-potential criteria (average score above 78% across assessments). Line manager feedback was then gathered to validate whether strong assessment performance translated into workplace performance. Results showed that high performance in CPG aligns with strong day-to-day performance.

Talent identification was embedded within the service’s appraisal (IPDR) process and linked to the NFCC Leadership Framework. Employees must be identified as either “High Potential” or “Emerging and Advancing Talent” within the appraisal process before being considered ready for progression opportunities.

Feedback gathered via VCA-facilitated focus groups showed that high-potential employees wanted:

• Clear development pathways.
• Additional opportunities, not just additional work.
• Visibility of opportunities across the organisation.
• Recognition of their achievement and commitment.
• Greater exposure to service-wide decision making.

Analysis indicated that staff who engaged with all available development activities achieved stronger CPG outcomes than those who attended only some or none of the interventions.

Shropshire FRS introduced:

• Skills workshops.
• Candidate briefing sessions.
• e-Learning opportunities.
• Leadership development resources.

The development pathway now includes:

• 360-degree feedback.
• Psychometric assessments.
• Coaching and mentoring qualifications.
• Action Learning Sets.
• Attendance at governance, SMT and committee meetings through “Open Seats”.
• Access to NFCC leadership resources and masterclasses.

Shropshire recognised that career development is not solely about promotion. Their Corporate Services Development Pathway helps employees identify transferable skills, explore alternative career options, and develop knowledge and expertise within their current role. Additional support is available through funded qualifications, professional development opportunities, and structured career conversations, helping employees continue to grow.