NOT FOR WIDER CIRCULATION National Improvement and Leadership Development Strategic Framework TALENT MANAGEMENT NHS Providers Chair & CEO meeting 21 st Sept 2016 1
This work is being led by a national board…
Specific Smith, Rose & Carter Recommendations for Talent Management (*shared with Leadership Development) National Report Recommendations (TM) R6* Review, refresh and extend (x10) the NHS graduate scheme; establish career pathways, a greater variety of placements and a guaranteed job after three years’ training (quality and assessment permitting ). Refresh middle management by training and a more porous approach both from within the NHS and externally (recruitment from, and secondment to, R7* other sectors). R8 Require senior managers to attend accredited courses for a qualification to show consistent levels of experience and training have been reached across the NHS. On completion of this course they enter a senior management talent pool open to all Trusts. Establish a mechanism for providing on-going career support for all those in a management role allowing individuals to increasingly take charge and R10 identify their own developmental needs. Establish and embed an NHS system of simple, rational appraisal (a balanced scorecard for individuals) supported by a regular course in giving and R11 receiving appraisals as part of the core provision of the single training body. At a senior level, these appraisals should be consistent across the NHS. Set minimum term centrally held contracts for some very senior managers subject to assessment and appraisal. R18 Formally review NED and CCG lay member activity (including, competence and remuneration) in line with the CQC Well Led initiative; and establish a R19 system of volunteer NEDs from other sectors. Every organisation should develop strategies setting out their approach to improvement and leadership development (including talent management) S2 which are aligned to the national strategies and needs of their local systems. Developing a nationally co-ordinated talent management programme to ensure effective succession planning for the most senior roles across the health S13ii system which could include c. the top 200 posts. Should be a relatively small programme. Develop a national people strategy and implementation plan - implementing a clear set of leadership capabilities used in the selection and performance C1a management of leaders; Develop a national people strategy and implementation plan - mandating the use of a trust and national level succession planning processes along with the C1g use NHS Executive Search to provide a candidate shortlist for executive appointments before external recruitment consultancies are considered. 3
Improvement and Leadership development: a framework for the NHS in England Five Year Forward View (5YFV) ALB CEO Board National Improvement and Leadership Development Board National Improvement and Leadership Development Strategic Framework Development and implementation of a single national strategy to build capability and capacity in improvement and leadership development across the workforce Block 1 Block 2 Block 3 Block 4 Leadership Improvement Supportive Talent Management Development environment for Attract Identify Support Deploy improvement • The work has come about because of the expert investigations in 2015/16 (Smith, Rose, Carter) commissioned by the Secretary of State Senior system leaders Long term strategy • support and addressing The purpose of this strategic framework is to set the national direction for capacity and capability building in development improvement and leadership development, including talent management, for the NHS in England. It will provide: hard to fill vacancies • a unifying vision of an English NHS committed to continual learning and improvement, with an engaged workforce and capable and compassionate leaders at all levels . • a practical plan for implementing this vision 4
NOT FOR WIDER CIRCULATION Timetable Apr May Jun Jul Aug Sep 31 20 7 3 12 7 21 Wk 1-2: Wk 1: National Board third draft framework/ meeting Develop ambition Wk 1-2 ’straw man’ statement/ Finalise draft for intelligence Board gathering Wk 2: Wk 3-4: July – Sept first draft framework/ Testing of framework/ Refine strategic framework ’straw man’ strawman Wk 1-2 Finalise Wk 3-4: second draft framework for framework/ ’straw Board man’ Ongoing stakeholder engagement (interviews, TCs, attending events) 12 NILD Board meeting TM Working Group 5 TM stakeholder event
‘Let’s Talk Talent’: extensive engagement to learn from the system, secure input to the Strategic Framework and build commitment to change Some key messages: • Intelligence gathering Not just a strategy – it will also be a clear plan for implementation • Much good TM work is already being done, and has been done Listening previously Raising awareness and • testing emerging themes Learn from elsewhere but avoid trying to create something entirely new Continuing 1:1 conversations with key stakeholders; CEOs, Chairs, CCG leaders, TM experts and external organisations • An emphasis on increased consistency of approach, scale and impact Engagement with leadership colleagues at national, regional and local level, inc. LDPs, HRD networks, TM & OD leads • A clear focus on local and regional ownership - only do nationally what can only be done nationally Lets Talk Talent’ feedback via: https://www.surveymonkey.com/r/LetsTalkTalentfeedback • Co-design with those who we hope will adopt the proposed approach and benefit from it – CCGs, primary care, providers and National engagement events 7 July & 7 Sept other NHS organisations ‘L ocally delivered, nationally enabled; better use of existing resource at scale’ 6
The problem Not all organisations prioritise TM & succession planning and/or many don’t do it effectively. Front-line staff There is an insufficient number of talented future leaders at board and one below and an inconsistent approach to identification and assessment Organisations The highest performing individuals aren’t spotted soon enough or given 80% the support they need to become the leaders of the future Regional / local system Some professional pipelines are not robust in developing future leaders National 20% The current leaders and future leadership pipelines are not representative of the entire workforce or patients/service users and lacking in diversity in terms of skills, experience, behaviours Filling very senior and the most critical roles remains difficult as there is no central talent pool / structured TM approach. There are a high number of board level vacancies and a reliance on expensive interim staff 7
The most successful organisations have different leadership approaches but the Proposed solution common factor amongst them is they focus on and invest properly in talent management and development at all levels Deliver a national improvement programme that will 1 enable organisations and line managers to do talent Maximising the potential of all front-line staff management better at all levels Helping organisations to it better 2 Create the capability at intermediate tiers for a high quality TM approach by developing Regional (LDP/LWAB) and STP leadership and talent development boards/forums 80% Regional / local system co-ordination 3 Create a coherent national TM support offer covering executive, non-executive and interim board posts, overseeing national talent pools, providing career National support management and development and the effective, thoughtful deployment of senior 20% & assurance leaders. Co-ordinated talent management programmes at a national, regional and local level, supported by a coherent Work to embed diversity/inclusion in leadership development offer, are needed to ensure a strong pipeline development/talent management across the NHS of future leaders 8
Proposed TM priorities Support organisations and line managers to improve how talent at all levels is managed – identified, developed, supported and deployed TM for high potential individuals and more senior staff, co-ordinated at a local, regional and 2 national level, delivered by local leadership and talent management forums supported by LDPs, LWABs and the NHS LAc Create a coherent national TM support offer covering executive, non-executive and interim 3 board posts, overseeing national talent pools, providing career management and development support and the effective, thoughtful deployment of senior leaders. Work to embed diversity/inclusion in leadership development/talent management across the NHS 9
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