National Improvement and Leadership Development Strategic Framework - - PowerPoint PPT Presentation

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National Improvement and Leadership Development Strategic Framework

TALENT MANAGEMENT NHS Providers Chair & CEO meeting 21st Sept 2016

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This work is being led by a national board…

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).

R7*

Refresh middle management by training and a more porous approach both from within the NHS and externally (recruitment from, and secondment to,

• ther 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.

R10

Establish a mechanism for providing on-going career support for all those in a management role allowing individuals to increasingly take charge and identify their own developmental needs.

R11

Establish and embed an NHS system of simple, rational appraisal (a balanced scorecard for individuals) supported by a regular course in giving and 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.

R18

Set minimum term centrally held contracts for some very senior managers subject to assessment and appraisal.

R19

Formally review NED and CCG lay member activity (including, competence and remuneration) in line with the CQC Well Led initiative; and establish a system of volunteer NEDs from other sectors.

S2

Every organisation should develop strategies setting out their approach to improvement and leadership development (including talent management) which are aligned to the national strategies and needs of their local systems.

S13ii

Developing a nationally co-ordinated talent management programme to ensure effective succession planning for the most senior roles across the health system which could include c. the top 200 posts. Should be a relatively small programme.

C1a

Develop a national people strategy and implementation plan - implementing a clear set of leadership capabilities used in the selection and performance management of leaders;

C1g

Develop a national people strategy and implementation plan - mandating the use of a trust and national level succession planning processes along with the use NHS Executive Search to provide a candidate shortlist for executive appointments before external recruitment consultancies are considered.

Specific Smith, Rose & Carter Recommendations for Talent Management (*shared with Leadership Development)

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Improvement and Leadership development: a framework for the NHS in England

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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

Talent Management

Long term strategy development

Senior system leaders support and addressing hard to fill vacancies

Block 2

Leadership Development

Block 3

Improvement

Block 4

Supportive environment for improvement

Attract Identify Support Deploy

• The work has come about because of the expert investigations in 2015/16 (Smith, Rose, Carter) commissioned by the

Secretary of State

• The purpose of this strategic framework is to set the national direction for capacity and capability building in

improvement and leadership development, including talent management, for the NHS in England. It will provide:

• 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

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Timetable

Apr May Jun Jul Aug Sep

Develop ambition statement/ intelligence gathering Wk 1: National Board meeting

3 20 21

Wk 2: first draft framework/ ’straw man’ Wk 3-4: second draft framework/ ’straw man’ Wk 1-2: third draft framework/ ’straw man’ Wk 3-4: Testing of framework/ strawman

Ongoing stakeholder engagement (interviews, TCs, attending events)

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7 7

Wk 1-2 Finalise framework for Board

NILD Board meeting TM stakeholder event

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TM Working Group

Wk 1-2 Finalise draft for Board

12 31

July – Sept Refine strategic framework

‘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:

• 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

previously

• Learn from elsewhere but avoid trying to create something

entirely new

• An emphasis on increased consistency of approach, scale and

impact

• A clear focus on local and regional ownership - only do nationally

what can only be done nationally

• Co-design with those who we hope will adopt the proposed

approach and benefit from it – CCGs, primary care, providers and

• ther NHS organisations

‘Locally delivered, nationally enabled; better use of existing resource at scale’

• Continuing 1:1 conversations with key stakeholders; CEOs,

Chairs, CCG leaders, TM experts and external organisations

• Engagement with leadership colleagues at national, regional

and local level, inc. LDPs, HRD networks, TM & OD leads

• Lets Talk Talent’ feedback via:

https://www.surveymonkey.com/r/LetsTalkTalentfeedback

• National engagement events 7 July & 7 Sept

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Intelligence gathering Listening Raising awareness and testing emerging themes

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Front-line staff

Organisations Regional / local system National

20% 80%

Not all organisations prioritise TM & succession planning and/or many don’t do it effectively. There is an insufficient number of talented future leaders at board and one below and an inconsistent approach to identification and assessment Some professional pipelines are not robust in developing future leaders 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 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

The problem

The highest performing individuals aren’t spotted soon enough or given the support they need to become the leaders of the future

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Maximising the potential of all front-line staff Helping organisations to it better Regional / local system co-ordination National support & assurance

20% 80%

Deliver a national improvement programme that will enable organisations and line managers to do talent management better at all levels 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 Create a coherent national TM support offer covering executive, non-executive and interim board posts, overseeing national talent pools, providing career management and development and the effective, thoughtful deployment of senior leaders.

Proposed solution

Co-ordinated talent management programmes at a national, regional and local level, supported by a coherent development offer, are needed to ensure a strong pipeline

• f future leaders

Work to embed diversity/inclusion in leadership development/talent management across the NHS 1 2 3

The most successful organisations have different leadership approaches but the common factor amongst them is they focus on and invest properly in talent management and development at all levels

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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 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 board posts, overseeing national talent pools, providing career management and development support and the effective, thoughtful deployment of senior leaders.

2 3

Proposed TM priorities

Work to embed diversity/inclusion in leadership development/talent management across the NHS