The Thameslink Programme Mission
Thameslink Programme’s mission is to deliver a world-class railway that fast-tracks the progress of London. It’s an ambitious mission, the success of which is reliant on ensuring we have world-class people to deliver it.
The People Strategy sets out our overarching approach to the people challenges and issues throughout the lifetime of the programme. The Strategy is about getting the right people in the right place at the right time and ensuring those people understand their contribution to delivering Thameslink Programme and feel inspired and motivated to play their part.
The Strategy identifies five priority areas:
- Resource management and retention of critical roles
- Managing performance and potential
- Transition of people “life after Thameslink”
- Engagement and welfare
- Line Management capability
It brings together centrally driven HR Strategies and initiatives with the day to day risks and issues of the Programme to define a strategy that supports the delivery of the Thameslink Programme, whilst developing our people for future roles elsewhere in Network Rail, after the Programme is delivered.
People Plan Strategy Principles
To enable the Programme to successfully achieve its delivery milestones and successfully close-out, the People Plan will define how we obtain the right people for the right job, at the right time, retain people until their indicative transfer date (ITD) and support their transition to a new role after the close-out of Thameslink. This will be achieved through the retention plan, accurate resource forecasting and identifying critical roles and will enable Thameslink to identify the skills and expertise needed at each stage of the Programme and in doing so deliver successfully the key outputs of the Programme.
The principle is to engage with these individuals as part of the retention plan to understand and map their future career transition to appropriate roles in the business. Infrastructure Projects’ (IP’s) transition principles are focused on job matching, based on employees’ current substantive role, job band and preferred location. The proactive management of the individual’s career transition will warrant a successful transition when the Programme demobilises.
The key principles are as follows:
- Resource Management and retention of critical roles by improving skills forecasting whilst balancing recruitment v transition.
- Managing potential (talent) and performance – utilising the 9 box Talent Management Model.
- Succession planning for business-critical roles – nominated deputies, long term successors and back-filling key roles.
- Transition of employees in line with IP Transition principles.
- Enhancing line manager capability and people manager development.
- Competency management of Thameslink Programme’s workforce and broadening the horizons of training across IP and Network Rail boundaries.
- Enabling the implementation of ‘One Vision, One Way’.
- Engagement and welfare of Thameslink Programme employees by actively contributing to the Diversity & Inclusion and Health & Well-being local and corporate initiatives.
- Knowledge retention to ensure Thameslink Programme preserves acquaintance and tacit knowledge during the critical last stages and share of best practices with other business areas to ensure continuity of business knowledge.