NHS LONDON

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NHS LONDON Workforce Conference Talent
Management 26th March 2009
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Introduction

• Background
• Our North West model
• Our story so far
• Talent Management our plans

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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

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We asked NW Chief Executives are all NHS NW
Board members aware of the opportunities for
development (in the NW, nationally,
internationally)?
Strongly agree
Agree
Disagree
Strongly disagree
North West Leadership Academy
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We asked would it be useful to influence
development providers to ensure more bespoke
development opportunities in the NW?
Strongly agree
Agree
Disagree
Strongly disagree
North West Leadership Academy
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We asked is there clarity about the financial
resources available to support leadership
development across the NW?
Strongly agree
Agree
Disagree
Strongly disagree
North West Leadership Academy
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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

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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

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Our Model of Governance
Strategy
Accountability

• Membership
• Representing geographical patches
• CEOs
• NEDs
• Clinicians
• SHA representative

Strategy
Academy Board (NWA Board)
Accountability
The Academy (NWA)
Member organisations
NHS North West
NHS leaders in health
Delivery
Performance
Delivery
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Our Current programmes and successes

• Programme delegates
• 17 Aspirant Public Health Directors
• 45 Executive Stretches
• 86 Aspirant Directors
• 16 Aspirant CEOs (3 now CEOs)
• 50 BME Managers on Programmes
• 130 Managers on Programmes
• 126 Executive Coaches (11 of which are CEOs)
• 63 places for HR Directors on diagnostic and
  discovery events
• 440 NEDs undertaking development
• 120 places on 3 day NED programme
• 300 Delegates on regional, national and
  international master classes

• Successes
• Annual Awards including
• achievement awards and bursary
• awards
• Nationally recognised as a model of
• best practice
• Executive Coaching Scheme
• Executive mentoring Scheme
• Published Placing ladders
• Harnessing Leadership Potential
• book

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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 Boards resilience?
• Do you have a succession plan?

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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

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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

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Talent identification How to.

• Identify key areas relating to the organisations
  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

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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.

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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

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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

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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

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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?

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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

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Any questions?