Ian Rennie

Former civil servant, MCIM and FCIPD

Ian Rennie

2010 – present, Principal Consultant
Delivery of a portfolio of services for UK and overseas customers. This includes working with the UK’s Department of Energy on policy options after it secured £1bn from the Treasury to pay for the development of demonstration technology to capture and bury carbon emissions from power plants. As well as working with the Legal Services Board on regulation policy and how to leverage influence and manage negotiations, Ian worked with the Georgian Electoral Commission on developing electoral policy, processes and systems.

2005 – 2010, Deputy Director, Leadership Development
Responsibilities included the delivery of a portfolio of leadership development and high potential development programmes in the public sector. This includes managing the development and delivery of the Department of Trade and Industry (DTI) leadership programme for its senior civil servants and supporting grades 6 and 7 as well as the continued development and delivery of the prestigious internally and externally recruited fast stream development programme.

As well as working with Cabinet Office on the development of policy and delivery of the Professional Skills for Government agenda, Ian developed an executive coaching function used by senior officials in Department of Health, Foreign and Commonwealth Office and DTI.

Successes in this period included ensuring that risk and risk management were firmly embedded in the policy process of the organisation, by developing learning solutions and awareness material as well as working with members of DTI’s Executive Board on risk appetite.

Ian also led the British Embassy team in Paris through a change programme that included developing the team’s objective setting and business planning skills. Having developed the relevant skills Ian facilitated the application of business planning techniques within each team and then supported the re-engineering of the unit, including the delivery of displacement training and team building support. This work has substantially contributed to the Embassy cementing its position at the top of the UKTI comparative data league. On the basis of this work, Ian was sought out by the First Secretary Spain to facilitate the integration of the Spain and Portugal commercial teams into a joint Iberian team.

Ian was also sought out to help progress policy on better ways of managing workplace conflict in the UK working with Michael Gibbons (author of "the Gibbons Review") the TUC, CIPD, ACAS, Federation of Small Businesses and other union and employer representatives to discuss the way forward on the new dispute resolution arrangements intended to resolve employment problems using mediation to avoid going to tribunal. ACAS subsequently invited Ren to work with the senior management team work on the project plan for delivering the required new ways of working that were a consequence of these changes.

1999 – 2002, Assistant Director, Delivery
Whilst managing the delivery of all charged services, as a consultant in his own right Ian’s successes included positioning the organisation to take full advantage of the growing interest in the EFQM Excellence Model. Ian became a British Quality Foundation licensed Business Excellence Model Adviser and used the model to manage strategic change with customers in the public sector. After further research, this was matched this with a balanced scorecard approach and many customers still use this method to manage headline objectives today.

Successes also included being sought out by the United Nations International Labour Organisation to deliver a 5-day programme on the Globalisation of Human Resource Management at its training headquarters in Turin.

At this time Ian also worked with the UK’s National Audit Office and Ernst and Young to develop the successful “Risk and Success in Policy Making” programme.

1998 – 1999, Assistant Director
Ian managed a strategic review and re-structuring learning delivery function, communicating and managing the changes to deliver increased volumes of work whilst continuing to deliver its full economic costs despite a reduction in overall personnel complement.

At this time, Ian also developed and delivered a leadership development programme for the Northern Ireland Office Senior Civil Service. A successful pilot of the development programme with Permanent Secretary Sir Joe Pilling and his senior team, which included multi source feedback, ensured that it was delivered to the entire NIO SCS population in support of its commitment to the principles of the Modernising Government White Paper.

1996 – 1998, Head of Training Delivery
Responsible for the allocation of a team of development consultants Ian ensured that a £1.8m target turnover was delivered. This role was pivotal in ensuring products were developed and delivered by appropriate consultants to agreed standards. At the same time Ian remained an active development consultant himself, developing the IVCA award winning video on the relationship between Ministerial Private Offices and policy officials in different Departments. Ian project managed the entire process from research through to the delivery of a script to screen service and “Getting it Together” is still used in many Government Departments today.

1995 – 1996, Head of Distance Learning Interventions
Responsible for the identification of distance learning opportunities, and the design and delivery of non-classroom interventions. Successes at this time included the authoring of a computer based training package on equal opportunity that sold widely throughout the public and private sector. At this time Ian also designed and delivered the highly successful Industrial Relations programme that brought together Official Side Secretariat and Trade Union personnel to learn alongside each other. This programme successfully delivered its objective of enhanced relations as well as delivering valuable learning on negotiation techniques, employment law issues and the work of employment tribunals.

1992 – 1994, Investors in People Consultant
As a member of the Training Adviser Service, Ian identified Investors in People (IiP) as an area of interest for its main customers and sought and gained Investors in People Assessor qualification. In subsequently delivered IiP advice to public sector customers, enabling them to successfully prepare for assessment and IiP recognition.

1990-1992, IT Training Consultant
Ian delivered the learning that supported the roll out of the first tranche of PC’s and networked machines to be used in DTI. This work included evaluating the short listed Information Technology providers and actively informed the Department’s policy decision in identifying the successful provider. Ian then managed the design and delivery of hardware and software learning packages in support of the newly introduced technology.

1986 – 1990, Policy Official
Responsible for providing advice to various Secretaries of State and their Ministerial teams on industrial policy and regional policy issues. Ian managed Board level negotiations with private sector organisations with vested interest in the area of stimulating economic recovery in the less favoured geographic areas of the UK economy. Ian was also responsible for urban economic regeneration delivered via a Government funded non Departmental Public Body and managed its service level agreement with the (then) Department of Trade and Industry as well as the corporate Governance associated with its £10 million per annum grant in aid.

1983 – 1986, Policy Official,
Working in particular with Sections 7 and 8 of the Industrial Development Act, Ian’s role involved the delivery of written and oral policy advice to the Secretary of State and Ministers on regional policy issues and providing the draft answers to parliamentary questions, speeches and correspondence. Specifically, this involved the formulation of objectives and strategies supporting the DTI’s work on industrial policy issues, a review of the Assisted Areas map and a revised regional development grant scheme.


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