King’s People Strategy 2025-29
The King’s People Strategy
The King’s school Canterbury is the oldest school in the country with a unique heritage and traditions spanning many centuries. I know that you are all proud to be part of the school’s rich history but that you are also joining me in now looking to our future.
The recently published Strategic Vision sets out our priorities for the next five years, with a focus on developing a world class education for our pupils to equip them for the constantly evolving 21st Century. The core focus of our strategy is also situated in the wider external context of the changing political and financial landscape and the need to ensure our future sustainability.
Our people strategy has been created to align with our strategic vision which recognises that our people are absolutely key to our success. The strategic aims that we have for our pupils to belong, connect, engage and thrive are the same ones that we want for our people. We want the experience of both our pupils and people to be central to everything we do.
The People strategy has been developed
following feedback from leadership focus groups and a whole school staff survey which was completed by more than 500 colleagues. This has allowed us to identify areas which we can develop further and where we need to focus our efforts and resources.
This strategy document sets out how we will recruit, develop and retain the right people with the right skills, behaviours and values and how this will be supported by strong leadership, and an inclusive and supportive culture where everyone feels their contribution makes a difference. Alongside this document we will also publish annual operational plans showing the key projects that we will be delivering to realise our strategic aims.
I’m excited about the future of King’s and how collectively, we can make it a great place to work.
Jude Lowson Head
Our People
Our People Aims
BELONG
We want to develop a supportive and inclusive culture where diversity is valued and people feel they belong. A psychologically safe culture which values individual contribution.
CONNECT
We want to support our people to develop meaningful professional relationships with their peers and managers in order to support development and collaboration.
ENGAGE
We want our people to be highly motivated and to feel a strong sense of purpose and satisfaction in the work that they do.
THRIVE
We want our people to prosper and grow and feel fully supported in their current roles and future aspirations.
King’s People Strategy
Leadership
WHAT WE WANT:
• Leadership at all levels who understand people and know how to develop themselves and others, both individually and at a team level.
• Leaders who work collaboratively, involving others in decision making; promoting and developing shared models of leadership.
• Educational Leaders who are able to set and deliver clear and aspirational pedagogical goals and then measure and evaluate success.
• Leaders who are able to develop and maintain a positive working environment and culture.
WHAT WE WILL DO:
• Review and develop how we recruit to Leadership positions to ensure consistently excellent appointments.
• Develop a Leadership Induction Programme to ensure Leaders at all levels are supported as they are appointed to or move into leadership roles.
• Develop our middle leaders to be excellent people managers.
• Develop Leadership Pathways to support leaders and aspiring leaders to develop excellent technical and behavioural skills they need to be great leaders.
• Develop formal opportunities for networking to support leaders to develop skills and learn from one another.
Attract & Recruit
WHAT WE WANT:
• Schools and departments staffed with people with the right skills and competencies.
• Clear and consistent marketing which promotes the school as an inclusive employer and supports the attraction of excellent candidates.
• A proactive and planned approach to recruitment that is able to meet future demand with a particular focus on Leadership and other business critical roles.
WHAT WE WILL DO:
• Build the profile of the school using social media and links with external organisations.
• Implement strategies that support the recruitment of a diverse workforce.
• Ensure that the applicant experience is positive from initial contact through to onboarding and induction.
• Train recruiting managers to be able to make robust selection decisions.
• Review and develop recruitment documents to support the attraction of candidates.
Develop
WHAT WE WANT:
• People who feel fully supported to develop into their roles from their first day.
• People and leaders with a clear understanding of performance expectations and the skills and behaviours required to be successful in their roles.
• Access to high quality development opportunities (formal and informal) which meet current and future needs of the school and individuals.
• Structures and processes that support staff development and progression.
WHAT WE WILL DO:
• Develop a whole school termly Induction programme, and localised induction processes to ensure that new joiners have the best possible start with the school.
• Develop an approach to probation which supports new colleagues to quickly settle into their roles.
• Develop a structured process of performance development for all colleagues which supports a culture of feedback and continuous improvement.
• Build on our existing professional development offer CPD opportunities.
• Utilise all possible opportunities for professional development, i.e Apprenticeships.
Recognition & Reward
WHAT WE WANT:
• People who are happy, feel part of the school community and want to stay and develop with King’s.
• People who are committed, engaged and high performing.
• People who feel that they are treated fairly and equitably.
• People who feel appropriately rewarded for the work they do.
• People who feel supported to balance the challenges of work and home life.
WHAT WE WILL DO:
• Maintain an ongoing review of terms and conditions of employment to ensure equity.
• Engage with stakeholders to regularly review our total reward offer to make sure that it meets the needs of our people.
• Continue to develop our family friendly policies to support our people to manage their work and home life.
• Develop a recognition programme that acknowledges the contribution and achievements of our people.
Culture
WHAT WE WANT:
• A positive and supportive culture in all areas of the organisation.
• Supportive relationships between all colleagues regardless of position or hierarchy.
• A culture that is inclusive and values diversity.
• A psychologically safe space for staff to give and receive feedback to support individual and organisational improvement.
WHAT WE WILL DO:
• Develop effective leaders at al levels who are able to create psychologically healthy workplaces.
• Ensure that the principles of diversity, equity and inclusion are built into all of our policies and procedures.
• Establish a structure for employee voice to enable all stakeholders to contribute to decision making.
• Develop and implement processes that support feedback and recognition.
• Work with stakeholders to develop and deliver a wellbeing strategy.
Measuring Success
Key Performance Indicators
GENERAL
• Turnover Rates
• Levels of sickness absence
• Diversity data and levels of representation
ANNUAL STAFF SURVEY
• Leadership Dynamics
• Professional Support – Line Manager
• Career/Development opportunities