Impact. The Local Government Graduate Programme: Roles

Graduate Management Trainees are employed on a two-year minimum, fixed-term contract and undertake a series of placements in key areas within a local authority. If councils wish to offer contract extension or permanent contracts, they are welcome to do so. The placement roles should be suitably strategic and offer exposure to at least three different areas of the council or partner organisations. Alongside their work, Graduate Management Trainees participate in a learning and development programme which includes national and regional peer network activities.

Impact aims to enable Graduate Management Trainees to develop a full understanding of the sector and critically evaluate the leadership challenges facing local government. They should have the opportunity to develop their capabilities in strategic management and leadership, personal effectiveness as future leaders and managers, and increase their self-awareness and awareness of others.

This means that the authority has agreed to: 

• identify a programme ‘sponsor’ at senior management level to take on strategic ownership of participation in the programme • provide line management to the Graduate Management Trainee in each of their placements
• allocate an internal member of staff as the Placement Coordinator to be responsible for and oversee Graduate Management Trainee work and learning activities and to manage participation in the programme
• provide an internal mentor who does not have line management responsibility
• ensure that Graduate Management Trainees receive relevant skills development
• provide access to internal training and development opportunities
• allow sufficient time for Graduate Management Trainees to complete all elements of the learning and development programme, including releasing them for all Impact events, webinars, etc.
• release Graduate Management Trainees to engage with other opportunities with their national peer group and with Impact recruitment and career activities, conferences and meetings – as well as with an external mentor (where appropriate)

Genuine buy-in from all partners is vital to ensure that the aims of the programme are met. In return, your local authority gains someone with commitment, drive and high-level competency, as well as fresh perspectives and challenge. Whilst Graduate Management Trainees are learning, and building awareness and understanding during the programme, they are encouraged to be proactive, seek out opportunities, challenge and provide feedback to their local authorities. In turn, local authorities should be committed to the development and retention of Graduate Management Trainees.

There are six key competency areas (below) that Graduate Management Trainees are expected to develop during their time on Impact. Although it would not be expected that a single placement would allow sufficient opportunity to develop all competencies (especially to similar degrees), the work that Graduate Management Trainees are given should allow for a range of skills, knowledge and experience to be built up around as many of them as possible.

Competencies:

• Managing in a political environment
• Leading others to successful outcomes
• Managing the business
• Communication and engagement skills
• Promoting improvement and innovation
• Developing yourself and career in local government

Please refer to the ‘Development Framework’ and ‘Person Specification’ for an understanding of the level of work expected to be carried out by Graduate Management Trainees.

There are six key competency areas (below) that Graduate Management Trainees are expected to develop during their time on Impact. Although it would not be expected that a single placement would allow sufficient opportunity to develop all competencies (especially to similar degrees), the work that Graduate Management Trainees are given should allow for a range of skills, knowledge and experience to be built up around as many of them as possible.

Competencies:

• Managing in a political environment
• Leading others to successful outcomes
• Managing the business
• Communication and engagement skills
• Promoting improvement and innovation
• Developing yourself and career in local government

Please refer to the ‘Development Framework’ and ‘Person Specification’ for an understanding of the level of work expected to be carried out by Graduate Management Trainees.

There are four roles that need to be considered as part of fulfilling the commitments of Impact. These are the Programme Sponsor, Placement Coordinator, Line Manager and Mentor.

IMAGE 1

High level summary of key roles and responsibilities

Placement Coordinators are the key point of contact within partner organisations for the Impact Team and play a vital role on the programme. They are responsible for and oversee placement and learning activities to help manage effective participation. They also ensure Graduate Management Trainees are supported during their time on Impact and are well prepared to take on substantive roles by the end.

Below are a number of important ways that Placement Coordinators can do this:

• Coordinating placements, ensuring these align with the core capabilities as set out in the ‘Development Framework’ and are well suited to the aims of the Impact.
• Having an awareness of, and supporting engagement with learning activities and other current/upcoming Impact events.
• Remaining abreast of any changes and key updates from Graduate Management Trainees/Impact Team.
• Discussing career development and providing support with identifying/preparing for job opportunities within the organisation (and across the sector where appropriate).

Placement Coordinators provide an important sense of continuity for Graduate Management Trainees as they begin work at host authorities and rotate between different placements over the two-year period. The role is central to ensuring Graduate Management Trainees feel supported, both in relation to wellbeing and their developmental needs – and helps to make the most of their time on the programme.

Key requirements of the Placement Coordinator role

In order to fulfil key requirements, we ask the following of Placement Coordinators:

• To follow programme guidance and commit to continuous improvement in programme management.
• To commit to the general wellbeing of Graduate Management Trainees, organise regular catch-up meetings and provide pastoral support.
• To address any issues Graduate Management Trainees may have, monitor progress and performance, as well as actively support their study and contribution to working at a high-level competency.
• To keep in contact with the Impact Team, ensure changes of staff are communicated in a timely manner, and attend regional and national meetings and events – as necessary.
• To arrange payment for Graduate Management Trainee travel to and from Impact events, and any related accommodation charges that are not included in the LGA’s commitment.
• To organise an individual internal mentor for Graduate Management Trainees (see ‘Mentoring Guide’).
• To engage with fellow Placement Coordinators to help provide peer support and the sharing of insights, knowledge and good practice between other participating authorities.
• To consider Graduate Management Trainee interests and the local authority’s needs when developing and allocating placements. Longer placements can provide deeper knowledge, understanding and competency in specific areas, while a variety of shorter placements provide a more well-rounded view of local government.
• To ensure the completion of the ‘Placement Planning Template’ (or an internal version/plan) with the Line Manager prior to the start of the placement. This document can also later be used to review and assess Graduate Management Trainee progress within the placement.
• To ensure placements are kept fresh for each Graduate Management Trainee and are allowed to bring their own challenges and perspectives. It is generally advised not to use Graduate Management Trainees to fill an existing vacancy.
• To arrange to meet with the Line Manager at appropriate milestones during the placement to ensure the placement objectives are on track.
• To ensure Graduate Management Trainees have a placement-specific induction when joining the team as this will help with transitioning. The induction can take place over a couple of days or up to a week depending on factors such as the area of work. This can include reading relevant key documents (e.g. strategies, guides) and legislation, meeting with colleagues of different seniority to learn about their work, as well as providing an overview of the team/department.
• To facilitate Graduate Management Trainees to work to a high-level competency. Graduate Management Trainees should play a key role in their placement team, be able to learn and develop, and gain a wide range of experience.
• To ensure sufficient time for Graduate Management Trainees to complete all elements of the learning and development programme and support the release of Graduate Management Trainees to engage with other suitable opportunities – as well as for sessions with an external mentor (where appropriate).
• To consider how to link Graduate Management Trainee learning and development modules to the activities of the council (the Impact Team will share these details with Placement Coordinators).
• To ensure Graduate Management Trainees receive local authority internal training and development opportunities, as well as specific skills development in such areas as: communication, policy and governance; project management and financial management; change management and career management.
• To ensure Graduate Management Trainees are given responsibility for particular areas of work and the opportunity to take on line management responsibilities or support of apprentices, interns or work experience staff where appropriate.
• To proactively raise awareness of the Impact and raise the profile of Graduate Management Trainees so that they get the best experiences and add the greatest value to the local authority.
• To pro-actively think about Graduate Management Trainee retention, maintain an awareness of potential opportunities, and help facilitate conversations around this at an early enough stage.

Resourcing considerations for the Placement Coordinator role

Partner organisations may also find it helpful to use this guide when deciding which staff member/s may be best placed and/or well-suited to the role. It is expected that the role would not usually have a significant resourcing requirement and it is generally advised to have one member of staff discharge the duties of the role (and be supported by the Programme Sponsor) – though the role can also be shared among two colleagues.

Some councils choose to create this post as a full-time role whereas others have an existing member of staff acting as the Placement Coordinator alongside other duties (unrelated to Impact). The role is usually, but by no means necessarily, carried out by colleagues working in OD/L&D - or more generally HR.

There are a few fixed days over the programme duration that Placement Coordinators would need to be available for. For example, the Impact Team hold quarterly meetings which should be attended to ensure council colleagues are apprised of key updates. Other than this, the role is largely flexible, and the requirements can be fulfilled during convenient times and in accordance with existing working arrangements in place.

Line Managers play an integral role on Impact; they allocate a work programme to Graduate Management Trainees, provide day-to-day support and guidance, as well as the monitoring of progress against placement objectives.

Key requirements of the Line Manager role

We ask the following of Line Managers:

• To support the completion of the ‘Placement Planning Template’ (or an internal version/plan) with the Placement Coordinator prior to the start of the placement. This document can also later be used to review and assess Graduate Management Trainee progress within the placement.
• To keep placements fresh for each Graduate Management Trainee and allow them to bring their own challenges and perspectives. It is generally advised not to use an Graduate Management Trainee to fill an existing vacancy.
• To arrange to meet with the Placement Coordinator at appropriate milestones during the placement to ensure the placement objectives are on track.
• To organise a placement-specific induction when a Graduate Management Trainee join the team as this will help with transitioning. The induction can take place over a couple of days or up to a week depending on factors such as the area of work. This can include reading relevant key documents (e.g. strategies, guides) and legislation, meeting with colleagues of different seniority to learn about their work, as well as providing an overview of the team/department.
• To enable Graduate Management Trainees to work to a high-level competency. Graduate Management Trainees should play a key role in their placement team, be able to learn and develop, and gain a wide range of experience.
• To work to address any issues Graduate Management Trainees may have, monitor and evaluate their progress and performance as well as actively support their study and contribution to working at a high-level competency.
• To agree to allow sufficient time for Graduate Management Trainees to complete all elements of the learning and development programme and release Graduate Management Trainees to engage with other suitable opportunities – as well as for sessions with an external mentor (where appropriate).
• To consider how to link Graduate Management Trainee learning and development modules to the activities of the area of work (the Impact Team will share these details with Placement Coordinators).
• To ensure Graduate Management Trainees receive local authority internal training and development opportunities, as well as specific skills development in such areas as: communication, policy and governance; project management and financial management; change management and career management.
• To ensure Graduate Management Trainees are given responsibility for particular areas of work and the opportunity to take on line management responsibilities or support of apprentices, interns or work experience staff where appropriate.
• To proactively identify possible career paths and/or job opportunities for Graduate Management Trainees within their areas (if feasible), and especially in relation to penultimate and final placements.

Programme Sponsors should be working at a senior management level, and we ask the following of them:

To take strategic ownership for their organisation’s committed participation on the programme.

To champion Impact and Graduate Management Trainees across the organisation.

To ensure fees are paid to the LGA for each Graduate Management Trainee appointment.

The Programme Sponsor is responsible for ensuring the ‘Three-way Partnership Agreement’ is adhered to. This document outlines the full responsibilities of the three main partners of Impact, i.e. the local authority, the LGA and the Graduate Management Trainee.

The below person specification describes the knowledge, skills, and behaviours that are required to gain entry to the Impact: The Local Government Graduate Programme. Impact seeks to attract highly talented and driven individuals who are motivated to develop careers in local government. The programme aims to develop graduate trainees that will act as effective change agents and enablers across councils, and is designed to help individuals realise their leadership potential in a vibrant and rapidly changing sector. Partner organisations may have their own job descriptions and so while the LGA does not provide a formal one, this person specification acts as a starting point for designing a local Graduate Management Trainee Job Description.

The minimum entry requirement is a 2:2 degree, after which we assess candidates against eight key criteria:

• 1. Working with others 
  The ability to operate effectively with others and demonstrate an understanding of diversity, political sensitivity, and emotional intelligence. To be able to bring people together in order to achieve the benefits of change meeting customer/stakeholder expectations on time and within cost constraints.
• 2. Persuasive communication 
  The ability to communicate persuasively with confidence both orally and in writing demonstrating the ability to influence and appropriately chose the right style of communication to fit the audience.
• 3. Planning and organisation 
  The ability to manage time and prioritise work effectively to achieve objectives and deliver outcomes focusing on the relevant key drivers for change.
• 4. Drive for results with more commercial acumen 
  The ability to act on own initiative and take responsibility for decisions to achieve results. This is demonstrated with a tenacity to pursue goals and challenge the status quo to bring about change. The ability to look for and develop solutions in a commercial environment showing an understanding of how to work in a more entrepreneurial way to achieve results.
• 5. Analysis and problem-solving using creativity and innovation 
  The ability to use innovation and creativity to identify, analyse and interpret relevant information from a range of sources to solve complex people/community centric problems and develop well-informed solutions that save money and offer best value for money.
• 6. Motivation for learning and personal resilience 
  The ability to proactively seek out opportunities for personal learning and development; the mental resilience to cope with change / a positive approach to dealing with challenge or setbacks and then combine the two to learn from all experiences and apply knowledge / skills to better effect.
• 7. Commitment to local government and the wider community 
  The ability to understand the needs of a local community in the current policy context and the leadership role local government has through local democracy, community engagement, commissioning, partnerships, and direct interventions.
• 8. Leadership potential
  The ability to demonstrate an understanding of the key aspects of transformational leadership and how this is applied in current context of leading local government through times of unprecedented change.