NHS LONDON Workforce Conference Talent Management 26th March 2009 Introduction • Background • Our North West model • Our story so far • Talent Management – our plans We know that David Nicholson: • Has ambitious goals for the NHS requiring a different kind of leader • Requires that boards take accountability and ownership of talent management and leadership in organisations • Wants all NHS organisations to report on Talent and Leadership resilience We asked NW Chief Executives – „are all NHS NW Board members aware of the opportunities for development (in the NW, nationally, internationally)?‟ 65% 28% 2% 5% 1 2 3 4 Strongly Strongly Agree Disagree agree disagree North West Leadership Academy We asked – „would it be useful to influence development providers to ensure more bespoke development opportunities in the NW?‟ 53% 36% 9% 2% 1 2 3 4 Strongly Agree Strongly Disagree agree disagree North West Leadership Academy We asked – „is there clarity about the financial resources available to support leadership development across the NW?‟ 51% 45% 2% 2% 1 2 3 4 Strongly Strongly Agree agree Disagree disagree North West Leadership Academy Therefore, we established a North West Leadership Academy Key Features: • „Actively‟ hosted by a NW NHS organisation • Chaired by a NW CEO • Governed by a Board with elected members representing key constituencies • Supported by a dedicated team • Funded by membership levies and SHA funding • Largely a „commissioning only‟ organisation • Responding directly to member priorities Our North West Members‟ Priorities • Board Development • Senior Leader Development • Clinical Leadership Development • Development Talent Pipeline Our Tone & Style • Run for members by members • Encourage formal and informal links across NW NHS organisations • Generating an „esprit de corps‟ among NW NHS leaders • Celebrating & recognising good leadership Our Model of Governance Strategy Accountability Academy Board Strategy • Membership: (NWA Board) Accountability • Representing geographical NHS North West The Academy (NWA) Member organisations patches • CEOs • NEDs NHS leaders in health • Clinicians Performance Delivery • SHA Delivery representative Our Current programmes and successes Programme delegates: Successes: 17 Aspirant Public Health Directors Annual Awards – including 45 Executive Stretches achievement awards and bursary 86 Aspirant Directors awards 16 Aspirant CEOs (3 now CEOs) 50 BME Managers on Programmes Nationally recognised as a model of 130 Managers on Programmes best practice 126 Executive Coaches (11 of which are CEOs) Executive Coaching Scheme 63 places for HR Directors on diagnostic and discovery events Executive mentoring Scheme 440 NEDs undertaking development 120 places on 3 day NED programme Published „Placing ladders – 300 Delegates on regional, national Harnessing Leadership Potential‟ and international master classes book Talent Management - We asked ‘what are our Organisation and Employer priorities?’ • What does the business need of its people? • Where are your talent pipelines? • What are your key roles? • How will you identify your talent? • How will you develop the talent? • What performance management measures are in place? • How will you track your talent? • What is your Board‟s resilience? • Do you have a succession plan? Talent Management – our response • The DH guidance „Inspiring leadership for quality‟ has been launched • NW response ratified by NHS NW board last week- ‘Leadership with Purpose’ • Offered coaches for all CEO and Chairs to work through Talent Management and Board resilience plans • Offered coaches to support the identification of personal development requirements for 2009/10 Succession Planning and Board resilience • Identify key posts from strategic and workforce planning • Understanding of the risk associated with key posts and movement within them • Understanding using “talent spotting” criteria, those ready; nearly ready; ready with development, to step up and the associated consequences of the vacancies they create Talent identification – How to…. • Identify key areas relating to the organisation‟s strategic workforce plans, who are the identified staff, what have they got, what do they need? • Have they got the talent? • „X Factor‟: » Ambition » Competence » Potential to progress Not equal in all of us (as some suggest) POTENTIAL What I can become through learning AMBITION What I want to do Conversion? Balance? Speed of COMPETENCE What employers What I do now want / buy Caveats / pre-requisites to talent management •We need to ensure objectivity and press for evidence, verification or triangulation •Talent identification does not mean favouritism or by-passing standard recruitment processes •We must ensure processes are not breaching employment legislation by giving greater opportunity to those they (subjectively) view as talented. • Talent identification does mean tracking (with permission), access to newsletters, master classes, and participation in a pool of talent that MAY support promotion through exposure and visibility •We need to acknowledge subjectivity and highlighting risks of cloning and favourites and perpetuating solutions that have worked in the past, we need to encourage, support and challenge thinking to include some of the high achieving mavericks who have provided new challenge and diverse thinking for them. TalentStudio • TalentStudio is the strategic talent management software produced by TalentScope • Functions include – Capture and presentation of succession & career planning information – Provide organisation wide knowledge of critical workforce information – Allow (NW) organisations to • access, sort and analyse human capital information • Strategically plan & manage their workforce TalentStudio • The benefits of TalentStudio include: – Improved use of existing resources – Employee development and assignment – Senior employee retention, and senior employee development – Enhanced access to individuals ready for promotion – Enable the Academy to respond to key risk areas System support - responsibility for steering and driving the leadership agenda • National Leadership Council • Regional Strategic Health Authorities • In our case – NW NHS Leadership Academy • Each NHS organisation • Individuals themselves Questions to ask? What direction will the Leadership Council provide – National Talent Management and Leadership Plan? What is my Region doing collectively in relation to the agenda – SHA or Regional Academy – NW Regional TM and L Plan? What do I need to do within my own organisation to develop systems for Talent Management and Leadership Development? What can I as an individual do to develop my own leadership skills and identify my career aspirations and necessary development? Summary – we started by asking the questions….. • What does the business need of its people and what therefore are the key roles? • Where are your talent pipelines? • How will you identify your talent? • How will you develop the talent? • What performance management measures are in place? • How will you track your talent? • Succession planning • START NOW! website in place www.nwacademy.nhs.uk Any questions?
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