Graduate skills development: talent in the Scottish Government

The economic downturn challenges organisations with the necessity of financial savings in the short term, and the need for innovation and efficiency in the longer (CIPD, 2009a). Getting the most from employees will require an intensified focus on skills and knowledge transfer, with learning and development activity becoming crucial. The forecast skills deficit has resulted in a review of approach using strategic succession management and effective talent management systems (Hewitt, 2009). This article provides case analysis in 2010 of a key UK public sector organisation, the Scottish Government. It considers the importance of these issues with particular emphasis on graduate talent skills and attributes. Line manager’s roles and policy insights are also considered in the overall discussion enabled via questionnaire and interview analysis.