East of England Talent and Leadership Plan 2009-10

8/13/2019 East of England Talent and Leadership Plan 2009-10

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Talent and Leadership Plan2009/10


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Executive SummaryOverview i

Key Findings 2009/10 ii

Priority Actions for 2009/10 iii

Dashboard Summary 2009/10 iv-v

Main documentIntroduction 1

Background 2

Overview of the Talent and Leadership Framework 3-4

Talent Map - The tool 5

Comparison of Dashboard data 2008/9 and 2009/10 6

Review of 2008/09 Talent and Leadership Plan 7-8

Priority Actions for 2009/10 9-10

Plans to close the gap - Cross Regional Structure 11-12

Plans to close the gap - Developing leadership across the system 13-14

Plans to close the gap - Talent and Leadership Initiatives 15-17

Developing PCTs as system leaders of Leadership and Talent Management 18-20

Progress to date - Pathways and investment 21

Conclusions 22

Appendix 1: Talent map data 23

Appendix 2: Spoilt for choice 24-25

Appendix 3: Encouraging more clinicians and doctors to become leaders 26

Appendix 4: Encouraging everyone to spot talent 27

Appendix 5: Reflective of our communities 28

Appendix 6: NHS Talent and Leadership Framework 29-30

Appendix 7:Risk Matrix 31

Appendix 8:Measuring Leadership Quality 32-33

Contents


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i NHS East of England - Talent and Leadership Plan 2009/10

Towards the best, together sets ambitious goals in ourpursuit to deliver the best health service in England. Toachieve them, we need to make the most of our talentedpeople and produce great leaders, both clinical and non-

clinical, at every level across the health system. Changerequires leadership, from the top and from every part ofthe service; this will also need to include our Non Executive

Community.

Delivery of our vision and pledges relies on more than just

our systems, organisations and pathways, but also on anumber of enabling strategies that cut across our basicinfrastructure for delivery. One of these enabling strategies

is leadership and talent management.

We have a good track record in the east of England. In 2007we launched our East of England Approach to Leadershipand Talent Management and this includes a bespoke board

360 tool to aid Board development and provision of threeflagship leadership programmes: High Potential ExecutiveProgramme, Aspiring Directors Development Programme

and Senior Clinical Leaders Programme. In 2008/9 wecompleted our first Talent and Leadership Plan as part of ourcommitment to the Operating Framework and participated

in the Department of Health proof of concept to test anddevelop its now published guidance Inspiring Leaders;leadership for quality.

The DH guidance Inspiring Leaders: leadership for qualitysets out 3 key purposes for the Strategic Health Authority:

1. Facilitate regional collaboration to improve thedevelopment of leadership capacity and capability

for quality2. Tailor regional standards

3. Commission senior development programmes

In the east of England we are ahead of the game with these

requirements. We have a growing talent pool of aspiringDirectors and Chief Executives; 2 participants from our firsthigh potential executive programme have been appointed

to chief executive positions within the East of England, 14staff from our Aspiring Directors Development Programmehave been appointed to director positions and 24 have

received promotions to more senior roles. We are the first

SHA in England that has delivered a systematic approach totalent management and rolled it out to Primary Care Trusts

with all 14 EoE PCTs producing a Talent and LeadershipPlan within their World Class Commissioning OD plans. Inaddition we have worked with one Foundation Trust to test

and adapt our tools and they are now in the final stages ofdevelopment of their first Talent and Leadership plan.

This year we have had a 100% response rate for the requestof system talent data. For the first time organisations were

asked to share names in addition to numbers and 40%of Trusts supplied names. This tremendous response isindicative of successful engagement and system support to

date.

One of our key challenges now is to build on this excellent

cooperation and ensure we have clear ways of identifyingand developing our potential leaders collectively. We alsoneed to establish arrangements that will embed system

wide the behaviours and processes that are the essentialprerequisites for talent management.

Our vision remains to be spoilt for choice and we havecontinued to make excellent progress towards achievingthis.

Overview


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1. The adoption of the Talent Management Essentials

Model has been an important catalyst for a systematicapproach to talent management

The Talent Management Essentials Model has beenimplemented across the PCT commissioningcommunity and one Foundation Trust in 2008/09

as planned

The Talent Tool kit has been modied to supportprovider trusts with their talent planning process

2. We need to continue to improve the quality of

information

All Talent pool data is self reported by the individual organisations, there is no independent validation of the data

11% of Directors are perceived to be ready now to be a Chief Executive; 11% of next step directors are ready now to be directors and 15% of Non-Executive

directors are ready now to be chairs 80% of Chairs and Chief Executives still believe that data integrity is not strong enough to enable effective

decisions on Talent Management A common database is required across the health system to support this

3. We continue to make progress on the inclusion agenda

29% of our Ready now Directors and next step directors are clinicians

8% of our Ready now Directors and next step directors are from a BME background

68% of our Ready now Directors and next step directors are women 3% of our Ready now Directors and next step directors are disabled

4. We are leading by example

All 14 commissioning PCTs have completed a Talent and Leadership plan as part of their World Class

Commissioning Organisational development plans;11 of the 14 were RAG status Green

One Foundation Trust has completed its Talent and

Leadership Plan

Talent and Leadership is being placed as a standing Board agenda item in 79% of the PCTs

The SHA will have completed its own internal Talent and Leadership Plan by end of July 2009

5. More work is needed to make the best of individual

performance management and development

38% of staff in EoE Trusts did not receive an appraisal

in the past 12 months: this is below the national average 47% of staff in EoE Trusts have not received job

related development in the last 12 months: this is above the national average Potential and aspiration are not a routine element of

performance appraisals

6. We need to align our programme delivery with our Talentand Leadership Planning

Applications to the High Potential Executive Programme and the Aspiring Directors Development Programmes this year included assessment against the

EoE potential model All applicants were assessed against the Talent Map

by their Chief Executive Further work needs to be undertaken to align leadership behaviours to the QIPP agenda We need to ensure staff from the Senior Clinical

Leaders Programme progress to the High Potential Executive Programme Future applicants for leadership programmes will be

drawn from talent pools identified through a systemwide talent mapping exercise

Key Findings 2009/10

ii NHS East of England - Talent and Leadership Plan 2009/10


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iii NHS East of England - Talent and Leadership Plan 2009/10

Priority Actions for 2009/10

We have achieved a great deal of progress against our

Talent and Leadership strategy since development of ourinitial plan in 2008/9. We plan to build on this success andwill focus on the following actions in 2009/10.

1. Continued development of the East of England

Approach in light of QIPP

A review of our Leadership and Talent Management

approach to ensure that we improve alignment with

Towards the best, togetherand delivery of the QIPPagenda

Continued support of the Leadership Alumni andClinical Leaders Network

2. Establishing an agreed governance framework for our

emerging Talent pools

Adopting a new construct to support delivery of the

East of England Approach to Leadership Development and Talent Management - The East of England Leadership Institute

Developing a brokerage model for Talent Management across Regional and Local systems Managing aspirations of individuals and their

employing organisations Implement the National Talent Management database once procured

Validate our data

3. Continuing engagement across the system

Engage across the system to share lessons learnt from the PCTs Talent Planning experience Encourage and enable annual Talent and Leadership

plans for all Trusts and support PCTs to become system

leaders of Talent management Roll out the Leadership and Talent Essentials toolkit across the system

4. Optimising collaboration to develop future leaders

Use the data from Talent mapping exercises to recruitto our Leadership programmes

Use intelligence from the PCT Talent planning

process to inform participation on current leadership programmes as well as additional programmes of development for each level of our Talent pools

A system wide review of Individual performance management processes to help embed the Talent review within existing systems

Clarication of funds to support leadership capacity

and capability including devolvement of Regional funds and matched funds from Trusts

5. Respond to the National Leadership Council

Work-streams

Continue to support existing leadership programmesand ongoing development of leadership capabilitythrough the Leadership Alumni

Use the Leadership Alumni as a specialist referencegroup to inform national initiatives from the NLC

- Clinical Leaders

- Top Leaders - Emerging Leaders - Board Development

- Inclusion Continue to work on how we can further improve our efforts especially to make our leadership talent pools

representative of our population Increase our talent pools

Resource requirements

We are committed to 3.5m of investment in the East ofEngland Approach to Leadership Development and Talent

Management in 2009/10. In addition to our investment incurrent activity we will: Devolve leadership funds to each County Workforce

Group to support locally agreed leadership interventions Establish the NHS East of England Leadership Institute

Recommendations to SHA Board

Agree to identify a Non-Executive Director to contributeto the Talent and Leadership Agenda

Agree to receive bi-annual reports on Talent and

Leadership Planning from the system and the SHA


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Dashboard Summary 2009/10

East of England

Chief Executive Talent Pool% who are:

Not Likely Emerging Talent

Developing Talent Ready Now

27%

32%

30%

11%

% of Ready Now Chief Executives

who are:

East of England

Director Talent Pool% who are:

% of Ready Now Directorswho are:

East of EnglandChair Talent Pool

% who are:

% of Ready Now Chairswho are:





RN - BME RN - Women

RN - Disabled RN - Others

RN - BME RN - Women


RN - BME RN - Women


5%

33%

62%

36%

3%

56%

5%

31%

27%

27%

15%

12%

35%

6%

47%

27%

32%

30%

11%

iv NHS East of England - Talent and Leadership Plan 2009/10


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v NHS East of England - Talent and Leadership Plan 2009/10

% Ready Now who are:

Clinicians Doctors

% Developing Talent who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Exec Directors Chairs

Clinicians Doctors

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%


13%14%

0%

13%

10%

0%

13%

27%

5%

3%

18%

5%

Dashboard Summary 2009/10Continued


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1 NHS East of England - Talent and Leadership Plan 2009/10

Both the NHS Operating Plan 2010/11 and the Strategic

Health Authority Assurance process require SHAs to developa shared understanding amongst leaders of the high-levelframework required to deliver the three core benefits from

High Quality Care for Allin a sustained and meaningful way:

Vision- what quality improvements we are trying toachieve and how they will benefit patients and local

communities Method- how we will make change happen and the

method we will use for implementation and measuring

success Behaviour- the behavioural change that will be

necessary and the values that underpin it.

The NHS in the East of England is a complex system of 41

organisations overseen by the Strategic Health Authority -NHS East of England. The strategic vision for the system inthe East of England, Towards the best, together,launchedduring 2008, sets out an ambitious 10 year plan throughwhich we aim to become the best health service in England.Delivery of our vision is dependent on us identifying and

making the most of our leadership talent and producing great

leaders, both clinical and non-clinical, at every level acrossthe health system. This has involved the engagement of the

whole health system in developing and then implementingthe processes, systems, tools, behaviours and rules of thegame that we believe are the pre-conditions or essentials for

successful talent management. (Fig 1)

NHS East of England is the first strategic health authority inEngland that has delivered a systematic approach to talentmanagement and rolled it out to all primary care trusts

across the health system.

This document is a refresh of our first plan developed in

2008 as part of the DH proof of concept and builds onthe learning and continued engagement we have acrossthe health system to meet our talent vision - to be spoilt

for choice. Our Talent and Leadership plan is designedto ensure the development of more leaders from withinour developing talent pools, that we are able to diagnose

the critical skills gaps and plan for these and that wecontinue implementation of a structured approach to TalentManagement and Succession planning.

Introduction

Key Elements of NHS Leadership

VisionWhere are we going

BehaviourWhat we need fromeach other

MethodThe way that improvementwill happen

Leadershipfor Quality

Behaviours

Mechanics

Depicts the eight pre-conditions or Essentials required foreffective Talent Management and Leadership

Fig 1: Talent Management EssentialsNHS East of England 2008


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Background

The next stage review High Quality Care for Allhas led to the establishment of the National Leadership Council (NLC); asystem wide body chaired by the NHS Chief Executive, responsible for overseeing all matters of leadership across healthcare,including the top 250 leaders. The NLC will drive a transformation of leadership capability and capacity throughout thesystem, setting the tone, standards and expectations for leadership talent and leadership development in the NHS. The NLC

embraces the principles of subsidiarity and co-production with all developments being led within the system at the level wherethey can have the greatest impact. The National Leadership Council has the following five priority areas:

1. Clinical leadership

2. Board Development3. Top Leaders

4. Emerging Leaders5. Inclusion

Vision for Talent and Leadership

Our vision for Talent and Leadership is based on creating an environment where talent is actively managed and succession forkey roles is planned; where an infrastructure exists to proactively manage development; where leadership programmes are

designed to support the needs of the business; and where world class leadership and innovation is realised.

The Department of Health has set four guiding principles to enable the NHS to achieve great Talent and Leadership across the

system. These principles are:

Spoilt for choice

... where

Everyone counts

... and we are

As focused on our Leadershipas on our clinical outcomes andfinancial management

... so that we

Provide better patient outcomesand ever increasing publicconfidence

... when we appoint leaders and in the opportunities available to aspiring leaders

... with the profile of leaders reflecting the workforce and the communities they serve

... and more clinicians are encouraged and equipped to be leaders alongsidemanagers

... with accountability for talent and leadership development resting with the PCT

... and appropriate levels of investment in time and resources

... by demonstrating that leaders make quality the organising principle of all thatthey do. They work in partnership with their carers and with communities to

deliver improvements in safety and effectiveness of services and in patientexperience.


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Overview of the Talent and Leadership Framework

The DH guidanceInspiring Leaders: Leadership for Qualitysets out three key purposes for the SHA (Fig. 2)

Facilitate regional collaboration to improve the development of leadership capacity and capability for quality Tailor regional standards

Commission senior development programmes

Fig 2: Inspiring leaders: Leadership for QualityDH 2009

Key purposes

Ensure conditions and

incentives enable leadershipfor quality

Set standards to ensure valuefor money

Lead on creating advocacy

for improvement Commission top leader

programmes

Facilitate regional

collaboration to improve

leadership capacity andcapability for quality

Tailor regional standards

Commission seniordevelopment programmes

Create and foster conditionsfor talent and leadershipdevelopment

Align career paths withpatient pathways and servicedelivery

Ensure that the proleof leaders reflects the

communities served Participate in regional

improvement

Continuously learn anddevelop

Spot talent and support the

development of others

Sample products

National Leadership Council -

Annual Report Commission leadership

development forundergraduate andpostgraduate curricula and

NHS top leaders Evidence gathering on

capability and capacity

Regional talent andleadership plan

Commission developmentprogrammes (eg. for aspiringChief Executives, Executive

Directors, Senior ClinicalLeaders, etc)

Organisation diagnostic andimprovement plans

Provision of assurance where

funding has been madeavailable

Commission and implement

programmes (eg Trust BoardDevelopment, Leadership for

Quality, etc)

Personal development planand career portfolio

Coaching, teaching and/or

mentoring others

Subsidiarity

Leadership for quality

National

Regional

Employer

Individual

Co

-prod

uc

tion

at

allle

ve

lso

fth

es

ystem


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In the east of England we are ahead of the game with these

requirements, we have a growing talent pool of aspiringdirectors and chief executives, 3 graduates from our firstHigh Potential Executive Programme have been appointed

to chief executive positions within the east of England and14 graduates from our Aspiring Directors DevelopmentProgramme have been appointed to director positions and

24 have received promotions to more senior roles.

We are the first strategic health authority in England thathas delivered a systematic approach to talent management

and rolled it out to primary care trusts with all 14 EoE PCTsproducing a Talent and Leadership Plan within their WorldClass Commissioning OD plans. In addition one Foundation

Trust is in the final stages of development of their first Talentand Leadership plan but we need to move faster to improve

the collaboration across the whole system.

One of our key challenges is not only to support the system

in ensuring we have a way of identifying and developingour leaders, but to determine the governance arrangementsthat will embed the appropriate behaviours and talent

management processes across the system; in short weneed engagement, collaboration, and buy-in if we are toachieve our Talent Management vision of being spoilt for

choice.

The key issues we face as a system are:

Continuing engagement across the system Establishing an agreed governance framework for our

emerging Talent pools Optimising collaboration to develop future leaders Developing a brokerage model for Talent Management

across the system Managing aspirations of individuals and their employing

organisations

Demand, Supply and Gap analysis

Our diagnosis phase has been delivered throughcollaboration with the SHA board and Executive team,

PCT and provider trust chief executives and chairs across 41organisations. The key inputs are as follows:

Board brieng sessions

Board Readiness Health-check PCT briengs and Assurance process as part of WCC OD

In addition to analysis of existing staff survey data, theTalent Map tool has been used to provide data for a

dashboard of the DH guiding principles for talent andleadership. The talent map enables an assessment of the

performance and potential of individuals and indicatesthe readiness of individuals to progress to the next level.To inform this plan, inputs were sought from chairs and

chief executives as to their perception of the readiness ofdirectors, next step directors and non executive directorsrespectively. We have also collected inclusion data as a

subset of each Talent Map to include data for:

Women

Clinical Staff Medical Staff BME

Disabled

We had a 100% response rate for completion of talent

maps. Appendices 1-5 show a detailed breakdown of ourtalent pools. The data used is based on information suppliedby chief executives and chairs from their organisational

talent map discussions. The data is not currently validatedindependently.

Overview of the Talent and Leadership FrameworkContinued


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NL1

NL2

NL3

ET1

ET2

ET3

DT1

DT2

DT3

RN1

RN2

New to level

Not likely tobe ready (NL)Shows limitedpotential to

develop atcurrent levelwithin 3-5 yearsor shows no

motivation/aspiration towant to progress

EmergingTalent (ET)Shows potentialand motivation

to develop atcurrent level insome respects.Shows future

promise andexpected toprogress within

3-5 years

DevelopingTalent (DT)Demonstratesthe potential

and motivationto develop atcurrent levelsand to progress

within 3-5 years

ReadyNow (RN)Demonstratesthe potential,

motivation andexperience toperform at nextlevel. In next


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Comparison of Dashboard data 2008/9 and 2009/10

Dashboards for all organisations in the East of England and a subset for the Primary Care Trusts are shown in full in the appendices.

Notes to the dashboard dataThe data used to populate the 2009/10 dashboard consists

of responses from 41 out of 41 (100%) of the constituentorganisations in the east of England health system. In2008/09 we had a 51% response and this should be

considered when comparing the dashboard summary.

Being spoilt for choice for key roles and levels - Basedon perceptions of our chairs and chief executives, thismetric shows the current numbers of directors, next stepdirectors and non executive directors considered ready

now to become a chief executive or director respectively.The comparison demonstrates a downward trend in talentpools, a drop in ready now directors and the numbers of

next step directors worsening on most metrics. There arethree reasons for this:

1. The promotion of aspiring directors2. More robust conversations have underpinned the

planning as chief executives become more familiar with

the tools3. 100% of organisations completed the mapping exercise

in 2009 compared with 51% in 2008

We are not complacent about the requirement to increaseour talent pools, hence the detailed actions on page 9.

Encouraging everyone to spot talent- this metric shows thatwe have 14 directors in the East of England High Potential

Executive Programme for future chief executives, 122next step directors in our Aspiring Directors Development

programme and 94 clinicians in our Senior Clinical LeadersProgramme.

Encouraging more clinicians and doctors to become

leaders- we have had a significant increase in the numberof doctors who are perceived as being ready now for bothchief executive and director posts; one of our High Potential

Executive Programme graduates from cohort 1 who hastaken up a chief executive position in the east of England isa doctor.

Being reflective of our communities - this metric shows adownward trend in this years dashboard, however the next

step directors who have been promoted into director roleswere female and/or from a BME background.

Metric

Spoilt for choice

Spotting Talent

Encouraging clinicians

Reective of our communities

Usage of talent pools

2008/9 (21/41 responses)

Ready now Directors to be CEO 15%Ready now next step Directors 21%Ready now Non Exec Directors 13%

High Potential Exec programme 21Aspiring Directors programme 90

Senior Clinical Leaders 96

Ready now clinician to be CE 25%

Ready now Doctors to be CE 0%Ready now clinicians as directors 33%

Ready now Doctors as directors 2%

Ready now women to be CE 44%

Ready now women as directors 64%Ready now BME as CE 6%Ready now BME as directors 11%

Ready now disabled no data

Chief Executives not availableDirectors not available

2009/10 (41/41 responses)

Ready now Directors to be CEO 11%Ready now next step Directors 11%Ready now Non Exec Directors 15%

High Potential Exec programme 14Aspiring Directors programme 122

Senior Clinical Leaders 94

Ready now clinician to be CE 13%

Ready now Doctors to be CE 11%Ready now clinicians as directors 16%

Ready now Doctors as directors 10%

Ready now women to be CE 33%

Ready now women as directors 35%Ready now BME as CE 0%Ready now BME as directors 5%

Ready now disabled to be CE 0%Ready now disabled as director 3%

Chief Executives 3 (1 non NHS)Directors 24


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Review of 2008/09 Talent and Leadership Plan

In May and June 2008 NHS East of England took part

in a Proof of Concept exercise to test and help to reviseDepartment of Health Guidance on talent and leadershipplanning.

In July 2008 the first East of England talent and leadershipplan was completed. From July to December we refined

our talent management tools and guidance, and continued

our engagement strategy. In December 2008 we launchedTalent and Leadership Planning with our primary care trusts

following sign up from all PCT chairs and chief executives tocomplete a Talent and Leadership Plan as a subset of their

World Class Commissioning plans.

In May 2009 primary care trusts completed their first talent

and leadership plan.

In March 2009 we re-launched our High Potential Executive

Programme (for aspiring chief executives), our AspiringDirectors Development and Senior Clinical Leadersprogrammes.

In our 2008/9 Talent and Leadership Plan we committed tosix priority actions. We have made considerable progress

with this action plan to date but accept we still have morework to do in some areas, most notably to be reflective ofour communities and improving the metric for the numbers

of staff in our organisations to have an annual appraisal andsubsequent personal development plan and opportunities.

Six priority actions from 2008/09

1. Produce 2009/10 Talent & Leadership Plans for the SHA

and all PCTs

Engage across the system and share lessons learned

from the Proof of Concept

Provide funding for resource and support to the PCTs Secure Management Board agreement

Incorporate system wide development priorities (e.g.World Class Commissioning)

Achievements- we developed a Talent and Leadership

Planning Tool Kit and rolled it out to all commissioningPCTs. We supported each PCT with 21k to supportthe development of their Talent Plans as an integrated

part of their World Class Commissioning OrganisationalDevelopment plans; this approach was supported by themanagement board. In May 2009 all 14 PCTs submitted

full Talent and Leadership plans to the SHA for assurance,11 were RAG rated as Green, 3 as Amber. The SHAcompleted a system wide plan and one FT has

a completed plan.

2. Improve talent governance across the system

Review the remit and membership of the Talent ReviewForum

Agree Rules of the Game in terms of Talent

Management

Achievements - Following on from the lessons learnedfrom the proof of concept, the work with the PCTs andone Foundation Trust we are proposing a new construct

to support continued delivery of the EoE approach toLeadership Development and Talent Management - thecreation of the east of England Leadership and Talent

Institute.


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3. Introduce more systematic ways of identifying talent and

their development needs

Identify key roles across the system for which active

talent management is a priority Formalise the use of talent mapping and succession

planning to better identify the strength of our talent

pipeline

Review how to improve our use of PDPs for appraisaland development planning

Achievements - Work with the PCTs has led to the

identification of key roles and succession plans to enabledelivery on their strategic plans and increase ratings against

the WCC competencies. Options of Build, Buy or Shareare currently being explored. Talent map data has beenproduced as a result of conversations with senior staff in

each organisation: the next steps are to work towardsembedding this approach into all appraisal processes.

4. Enhance leadership development programmes

Continue supporting existing programmes(e.g. High Potential Executive Programme, Aspiring

Directors Development Programme, Senior Clinical Leaders Programme) Identify additional programmes we need for each level

of the talent spine Enhance our approach to whole Board development

Achievements- all three senior leadership programmes

have been relaunched this year. The High PotentialExecutive Programmes and Aspiring Directors programmeshave enhanced selection processes, applicants wereassessed against the EoE Potential model and their

Talent Map status was also sought from their employingsponsor. The Board 360 tool has been updated to reflectthe WCC and Foundation Trust competencies; a Non

Executive Director Development Strategy is currently underconsultation. EoE Alumni and Clinical Leaders Networkshave been established to support ongoing leadership

capability. Funding has been devolved to the systemto support local leadership development, capacity andcapability, focused on the middle level of leaders in the

system. Suffolk are leading the way with the establishmentof the Suffolk Leadership Academy in partnership with anacademic institution.

5. Identify how we can further improve our inclusion efforts

Engage with national programme to share and learn new ideas

Consider use of targets

Achievements- in the past 12 months the EoE has

hosted a regional BME conference and held 2 networkevents. We currently have 4 participants on the BME

Top Talent Programme.

6. Use the scorecard reporting tool (Talent Dashboard) to

drive quality improvements in the data we need and sowe can measure our successes

Review usefulness of Talent Studio to meet our management information needs Rene Dashboard in the light of our experience during

the Proof of Concept

Outcome- Talent Studio is currently under nationalreview, we have contributed to the tender specificationand will implement the new system when available.

In the meantime all participants on our leadershipprogrammes are loaded onto the current system.

Review of 2008/09 Talent and Leadership PlanContinued


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Priority Actions for 2009/10

We have achieved a great deal of progress against our

Talent and Leadership strategy since development of ourinitial plan in 2008/9. We plan to build on this success andwill focus on the following actions in 2009/10.

1. Continued development of the East of England

Approach in light of QIPP

A review of our Leadership and Talent Management

approach to ensure that we improve alignment with

Towards the best, togetherand delivery of the QIPPagenda

Continued support of the Leadership Alumni andClinical Leaders Network

2. Establishing an agreed governance framework for our

emerging Talent pools

Adopting a new construct to support delivery of the

East of England Approach to Leadership Development and Talent Management - The East of England Leadership Institute

Developing a brokerage model for Talent Management across Regional and Local systems Managing aspirations of individuals and their

employing organisations Implement the National Talent Management database once procured

Validate our data

3. Continuing engagement across the system

Engage across the system to share lessons learnt from the PCTs Talent Planning experience Encourage and enable annual Talent and Leadership

plans for all Trusts and support PCTs to become system

leaders of Talent management Roll out the Leadership and Talent Essentials toolkit across the system

4. Optimising collaboration to develop future leaders

Use the data from Talent mapping exercises to recruitto our Leadership programmes

Use intelligence from the PCT Talent planning process to inform participation on current leadership programmes as well as additional programmes of

development for each level of our Talent pools

A system wide review of Individual performance management processes to help embed the Talent

review within existing systems Clarication of funds to support leadership capacity

and capability including devolvement of Regional funds and matched funds from Trusts

5. Respond to the National Leadership Council

Work-streams

Continue to support existing leadership programmesand ongoing development of leadership capability

through the Leadership Alumni Use the Leadership Alumni as a specialist reference

group to inform national initiatives from the NLC

- Clinical Leaders - Top Leaders - Emerging Leaders

- Board Development - Inclusion Continue to work on how we can further improve our

efforts especially to make our leadership talent pools representative of our population Increase our talent pools


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Priority Actions for 2009/10Continued

Enablers

The QIPP agenda provides enhanced focus for bestleadership

The talent management Tool kit

System briengs through the talent leads network The east of England Potential model Leadership programmes and the Alumni

World Class Commissioning framework

Barriers

Agreeing system wide collaboration Governance to deliver talent and leadership capacity

and capability

Ineffective systems and data

Risks (See Appendix 7 for Risk Matrix)

Raised expectations of individuals who haveundertaken development

Willingness of organisations to give to as much asthey get from the talent in the system

Pace of growth of talent pools will not meet demand Attractiveness of an NHS CEO role in current climate

(average life expectancy 2.5 years in post)

The complexity of managing talent across ahealth system that includes NHS and non NHS providerorganisations

Data on the dashboard is currently not validatedindependently


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Fig. 3: NHS East of England Approach to LeadershipDevelopment and Talent Management

In 2007 we launched the East of England Approach to

Leadership Development and Talent Management whichwas developed in response to a scoping exercise with thesystem and endorsed by the chairs and chief executives; the

four pillars of the approach are:

Talent management and succession planning

Leadership and innovation

Design and delivery of programmes Development of infrastructure

Each of these support the delivery of the SHAresponsibilities from the national guidance -Inspiring Leaders: leadership for quality

Behaviours/Values

Commission Provision

DevelopmentInfrastructure

Talent Management andSuccession Planning

Leadership and InnovationNetworks

Design &Delivery ofLeadership

Programmesto support

Evaluationof

outcomes

Attainmentof

metrics

Quality Assurance

(Coaching/Mentoring/

LQF 360)

Improvementin health and

healthcare

Assessment

Plans to close the gapCross Regional Structure


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If as a system we are to uphold the four principles espoused

by David Nicholson of subsidiarity, system alignment, co-production and clinical ownership and leadership, we needto consider an innovative approach to talent and leadership

development. It is proposed that the EoE LeadershipInstitute will deliver these to suit local context.

Role of the Institute

The Institute will oversee, support and strengthen thefurther development of the EoE Approach to LeadershipDevelopment and Talent Management; it will also take on

the following functions:

1. Steer delivery and future development of the Eastof England Approach to Leadership and TalentManagement

2. Align the East of England Approach to Towards the best,togetherand QIPP

3. Work with the Alumni and Clinical Leaders Networks as a

reference group to support ongoing developments4. The responsibility for defining and enabling the

conditions for talent and leadership development i.e. the

rules of the game5. To support all organisations to be systematic about talent

and leadership planning

6. Targeted development interventions to increase inclusionin our talent pools

7. Talent brokerage for key roles

Composition / Membership of the East of England

Leadership Institute

The Institute board would be chaired by the SHA Chief

Executive. Attention to geographic and organisationalspread will be sought. Partnership with an academicinstitutIon will be sought to facilitate thought leadership

and the research and evidence base for ongoing leadership

developments. The SHA leadership team would support theInstitute board programme.

Membership will be sought from across the system andwe will initially be seeking 3 lead sponsors / champions

to represent the pillars of the East of England approachwhich will in turn facilitate delivery against the five National

Leadership Council priorities.

Plans to close the gapCross Regional StructureContinued


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Developing leadership across the system

Maintaining and enhancing the currentTalent & Leadership Development initiatives:

1) Programme delivery High Potential Executive Programme Aspiring Directors Development Programme

Senior Clinical Leaders Programme

2) Infrastructure

Coaching LQF 360

Whole Board development

3) Networks

Leadership alumni Clinical Leaders Network

4) Talent and leadership development Graduate scheme

Gateway Scheme Tools and support for talent management

Targeting new talent and leadership development initiatives:

Increased coaching pool Talent and leadership plans for all provider trusts Developing Talent Maps across Towards the best, together

Clinical Programme Boards Aligning leadership development to the QIPP agenda

Developing career pathways to match patient carepathways

Understanding the talent pipelines in the professions

Plans to close the gapDeveloping leadership across the system

Planned 2009 Initiative: Spine

The concept of the Talent and Leadership Spine shows the progression route within an organisation and the associateddevelopment opportunities both within post and to enable progression up the spine.

For this Talent & Leadership Plan, the focus has been on the three senior roles of Chief Executives, Director and Next Step

Director. The focus for 2009/10 is to support the County Workforce Groups and PCTs - as system leaders of talent - and otherorganisations to roll out talent and leaderhip planning across middle management levels.

Roles

Chief Executive

Director

Next Step Director

Development

in post

Board 360

Board 360

SCLP

Developmentin post

Progression

Development

AspiringDirectors

High Potential Executive Programme

Senior Clinical Leaders Programme


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In addition, a focus on the role of Chair and NEDs has commenced, and future engagement with the AppointmentsCommission is planned:

It is the intention to develop the spine concept fully down the organisational levels across the system, and to aligndevelopment programmes and initiatives against those spine levels.

Plans to close the gapDeveloping leadership across the system

Continued

Further work on development of the spine will consider the following points:

Focus will be needed on dening further what best practice development in post looks like Detailing the spine below senior leadership levels to spot emerging talent Consideration will need to be given to the concept of sideways progression - no two roles within a level will be exactly the

same and a sideways step may also be a signicant stretch role

In addition consideration should be given to the opportunity to consider experiential development within a different sectoror discipline

Whilst the concept majors on one spine, the reality is that for the region and the system more fully, there will be a number

of different potential paths up the spine Work will need to be undertaken on where responsibilities and accountabilities for development programmes sit within

organisations / across the system so as to ensure an appropriate cross-region focus on Talent and Leadership

Detailing the spine for professional groups across the system, e.g. midwifery, to support delivery of the pledges within ourclinical visionTowards the best, together.

Appendix 6 describes activities against the Talent and Leadership Framework.

Roles

Chairs &Non Executive Directors

Developmentin post

Board 360

ProgressionDevelopment

ProgressionDevelopment


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Current initiatives

There are four key leadership development programmessupported by NHS East of England:

1) High Potential Executive Programme - Targeting Talent.Launched 2008

Current Cohort - 14; 2008 - 21

The Targeting Talent programme works with a small group

of senior leaders, drawn from a mix of backgrounds, whohave all demonstrated the potential and aspiration to be a

Chief Executive. The programme is designed to stretch andchallenge high-performing individuals to excel and push theboundaries of their potential.

Entry to the programme starts with a diagnostic/assessmentprocess comprising:

360 review against the EoE Potential model

Talent map assessment A structured interview with an independent assessment

panel A diagnosis of an individuals development needs - using

their current appraisal and PDP

For those who are successful at the assessment stage the

programme offers:

Leadership modules and masterclasses are be tailored

to meet individual needs, addressing core leadershiprequirements and optional additional elements to providestretch and challenge

A work based change programme providing participants

with the opportunity to put their learning into practiceand deliver a signicant improvement in service delivery

and offer signicant stretch of their leadership capabilities Application sets to work with other participants to test

and consolidate knowledge and experience

Coaching - each participant is allocated a seniorprofessional coach to work with them during the durationof the programme

2) Senior Clinical Leaders Programme (SCLP)

Current Cohort in EoE: 94: 2008 - 96

The Senior Clinical Leaders Programme (SCLP) is provided

by the Ofce for Public Management. It is aimedat senior clinicians, operating at board level and/orproviding leadership to a modernisation or improvement

project. The design of the programme was based on therecommendations of detailed research involving 50 seniorclinicians.

The programme is for senior clinicians who are required to

full senior leadership roles within their organisation and tohave organisational responsibility to lead system-wide serviceimprovement work. The SCLP provides an individual with:

Deeper insight into their leadership style and developmentneeds in the context of their work

Tools and approaches to service improvement which arereadily applicable to their own challenges

The skills an individual will need to lead effectively acrossprofessional and organisational boundaries

The opportunity to develop and apply a wide range ofleadership behaviours

Greater condence in handling organisational leadershipresponsibilities SCLP has a number of components

The opportunity to identify personal Leadership

Development needs using a 360 degree feedback tool Detailed feedback on development needs and support in

identifying the right learning methods and opportunities

to address them The opportunity to take part in 3-4 masterclasses with

expert speakers on the theme of Leading for Service

Improvement

Up to three individual sessions with a personal coach whowill help to focus on actions and changes that will make a

lasting difference to an individuals leadership and outlook The chance to apply new knowledge and leadership skills

to a practical service improvement project

Up to four action learning set meetings on the themeof Leading in Healthcare Organisations. Facilitatedby development professionals with knowledge and

experience of current NHS issues Networking and learning opportunities at launch and

closure events

Access to a central database of developmentopportunities to help an inividual plan their future

learning Access to a customised SCLP website to support learning

exchange between participants

Plans to close the gapTalent and Leadership Initiatives


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3) Aspiring Directors Development Programme -launched 2008

Current Cohort: 122; 2008 - 90

NHS East of England is running an Aspiring DirectorsProgramme to develop next step Directors in their currentroles and prepare them for more senior positions as an

integral part of the overall approach to Talent Managementand succession planning. It is for staff from all professionswho have a signicant leadership and managerial

component to their role. Participants are selected by theirsponsoring organisations on the basis of their perceived

potential and aspiration to both improve performance intheir current role and to develop the skills and expertise toenable them to progress to more complex roles.

The second cohort of 122 participants commenced thisnewly developed programme in April and June 2009 and

the programme will complete in March 2010.

The Programme has a number of components over thecourse of a 12 month period:

Development Centre - Participants are invited to attend

a 2 day Development Centre, which consists of aninteractive, behaviour driven multi stage simulationexercise which reects the dilemmas and complexities of a

senior role with in the NHS. Participants receive feedbackon their approach and formulate development objectives.

360 Feedback for individuals and as a cohort of Aspiring

directors using the NHS Leadership Qualities Framework 6 to 8 Modules/Masterclasses i.e. theoretical inputs and

facilitated debates on key topics that will be determined

based on the identied priorities from overall feedback of

the 360process as a cohort Action Learning - Facilitated action learning sets to allow

participants to take action to improve services whilst atthe same time developing themselves

Coaching - 1:1 coaching with a member of the east of

England coaching network (senior staff from within theNHS who have undertaken a coaching skills trainingprogramme accredited by ILM)

Mentoring by an existing director or similar role to providesupport knowledge and guidance

Networking opportunities with colleagues across the east

of England

4) Board 360 Development Tool

Launched: 2008

This evidence based, integrated 360 tool aims to provide

Boards with:

A view of how the Board as a whole is currently

performing against a set of best practice indicators A view of how each Board member is performing

against a consistent set of best practice indicators and

competences. The indicators have been tailored to thespecic roles of Chair, Chief Executive, Executive and Non

Executive Directors The opportunity for one to one feedback and whole

Board development planning informed by the self

assessment

The tool provides the Board with many of the key

ingredients to determine their individual and collectiveBoard development plan. The approach builds on existing

good practice and evidence base including:

The NHS Chair and Board Performance Review Tool The Leadership Qualities Framework (LQF)

Board self-assessment tool (currently being piloted by theAudit Commission and based on the Good GovernanceStandards for Public Service)

The Governance Effectiveness Framework developedby Foresight Partnership, based on a wide range ofbest practice sources including the Good Governance

Standards, Monitors code of governance, and theHealthcare Commission Standards.

In addition to maintaining and enhancing existing

programmes and initiatives, there will also be a focus on thefollowing in the year ahead:

World Class Commissioning (WCC) - having appointeda partner with regards to WCC strategy development,

further work is planned in seeking the right partner(s) toassist in the development of other WCC initiatives

QIPP - alignment of leadership programmes to enable

enable delivery of the QIPP agenda Board Development - Building on the success of the 360

degree tool, a complementary development programme

will be designed for Boards across the region Commercial Awareness - It is proposed that a programme

will be created to assist Leaders and Managers in theregion in growing commercial skills

Plans to close the gapTalent and Leadership InitiativesContinued


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Towards the best, together- The clinical vision forthe East of England sets out a signicant amount of

effort over the coming years. This requires furtherassessment from a Leadership and Talent perspective, anddevelopment of initiatives and programmes to assist in

the achievement of the vision Coaching -Within the region there is already in place a

small number of registered coaches but a greater pool will

be developed across the region Evaluation - An ongoing process to evaluate the success

of programmes and initiatives, with the intention within

the medium term to track the correlation betweenprogramme participants and promotions or appointments

to leadership positions. Pipeline Development - It is intended that specic key

roles / jobs receive immediate focus to understand the

pipeline of available resources to ll these roles

Plans to close the gapTalent and Leadership InitiativesContinued


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In December 2008 all PCTs were assessed against the ten

World Class Commissioning competencies. As a resultof their ratings each PCT was required to complete anOrganisational Development Plan that clearly articulates

the actions required to enable each individual PCT to movefrom their initial assessment to level 4 - world class. As asubset of the WCC OD plan PCT chief executives agreed to

complete a Talent and Leadership Plan; the SHA facilitated

development of these plans as follows:

Briengs to each PCT designated lead for Talent andLeadership Planning

Developed a talent management tool kit and How-

to guide for use by each PCT Allocated 21k to each PCT to support the development

of their plans by appointment of a dedicated resource or

consultancy expertise Developed an SHA assurance framework for the

Talent and Leadership Plans as a sub set of the WCCOrganisational Development Plan

In May 2009 14 PCT Talent and Leadership Plans underwentSHA assurance. Of the fourteen plans 11 were RAG ratedas Green and 3 as Amber, so requiring some additional

information before formal sign off.

The key purposes of the PCT T&LP are to:

Create the culture for leadership for quality

Enable identication of leaders to deliver improvedpatient care

Systematically assess talent needs and develop

improvement plans Ensure that the prole of leaders reects the

communities served Provide and commission development and career paths

aligned with patient pathways and service delivery Enable the delivery of the organisations strategic plan

To facilitate a shift in the WCC competency ratings

There were a number of common themes that emerged

from the work with the PCTS; these can be divided intoorganisation level and system level.

Organisation level:

1. Strong desire to do talent and leadership planning well atall levels in the organisation

2. Current T&LP activity only focuses on the seniorleadership level - there is a consensus that it needs to beacross the business

3. No transparent and consistent processes currently exist to

assess performance objectively4. Inconsistent interpretation of performance standards is

being applied

System level:

1. No local system plan of talent

2. No explicit commitment to share or develop talent acrossthe local system

3. Opportunity through the County Workforce structure tocreate a system wide view - but no mandate or processto do so

The dashboard on page 19 shows the PCT talent pools as asubset of the whole system data.

Developing PCTs as system leadersof Leadership and Talent ManagementLinks with system wide initiatives


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Developing PCTs as system leadersof Leadership and Talent ManagementLinks with system wide initiativesContinued

Talent Distribution for

PCT Chief Executive Role% who are:



% of Ready Now

PCT Chief Executiveswho are:

Talent Distribution for

PCT Director Role% who are:

% of Ready NowPCT Directors

who are:

PCTChair Talent Pool

% who are:

PCT Ready NowChair Talent Pool

% who are:





RN - BME RN - Women


RN - BME RN - Women


RN - BME RN - Women


32%

25%

25%

18%28%

21%27%

24%

5%

30%

65%

40%

60%

29%

7%

42%

4%

47%

18%

24%

29%


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% Ready Now who are:

Clinicians Doctors

% Developing Talent who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%


Clinicians Doctors

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%


10%

17.5%

0%

5%

9%

0%

9%

23%

0%

4%

7%

0%

Developing PCTs as system leadersof Leadership and Talent ManagementLinks with system wide initiativesContinued


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Across east of England we have continued to build on the

good progress started during the 2008 Proof of Conceptphase in delivery of a system wide approach to talent andleadership planning, most notably:

Completion of Talent and Leadership Plans for allfourteen commissioning PCTs across the region

Completion of a full Talent and Leadership Plan within a

Foundation Trust Development of a Talent and Leadership Tool-kit for

use by all organisations to support talent and leadershipat an employer level

Success from our agship leadership programmes,

two graduates from the High Potential ExecutiveProgramme taking up chief executive posts in EoE and

25% of our Aspiring Director graduates gainingdirector posts

Enhanced and expanding development programmes

for Aspirant Chief Executives, Aspiring Directors, NonExecutive Directors and Senior Clinical leaders andthe establishment of a Leadership Alumni to ensure

continued leadership development; the development ofa coaching programme

Establishment of a Clinical Leaders Network to increase

clinician representation in talent pools Investment of 3.5m per annum for 3 years including

devolvement of 1.2m per year across the system by

the SHA to build leadership capability locally, developcohesion and collaboration and ensure the vision ofleadership at every level is achieved. This investment is

over and above the continued provision of leadershipprogrammes funded by the SHA

Headline presentation at the 2009 HSJ Talent and

Leadership conference

Progress to datePathways and investment


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Conclusions

We need to maintain the progress that we have made;however there is more to be achieved. Our plan is to build

on the enablers we have identied.

This plan sets out the steps we have in place to ensure

ongoing implementation and momentum for talentand leadership development across the NHS in the eastof England. In 2009/10 the SHA will continue with its

commitment to devolve leadership funds (1.2M) to theCounty Workforce Groups, support ongoing leadershipdevelopment at all levels through the Leadership Alumni

and agree a process for talent brokerage across the system.Key ndings and priority actions are set out on pages ii andiii.

We plan to optimise our future work through our

relationship with the National Leadership Council (NLC). Inparticular we will continue to develop and align our workwith the ve NLC work-streams, as follows:

Clinical leadership

We have made good progress in increasing the numberof doctors in our talent pools for chief executives and

directors: we must do more to sustain this increase We have established a Clinical Leaders Network to

support the work of the Clinical Programme Boards and

delivery against the 11 pledges of Towards the best,

together We need to improve our talent data so we can track

clinical talent

Board development

The east of England Board 360 tool has been adapted to

reect the requirements of World Class Commissioningand Foundation Trust status. We will continue to supportboards with this diagnostic and to signpost them to

relevant development and support. Focus on the role of chairs and non executives has

commenced with the development framework and the

appointment of a member of the leadership team tosupport this work

We plan to work with the Appointments Commission to

establish a programme for aspiring chairs

Top leaders

We have reviewed and adapted our top leadershipprogrammes. These will be further developed to ensurethey align to national programmes along key pathways

A focus will be needed on dening what good lookslike for incumbent top leaders

We need to enhance development support further for

existing chief executives We need to increase the talent pool of aspirant chief

executives

Emerging leaders

We will encourage organisations to consider experiential

opportunities within a different discipline or sector Consideration will be given to the concept of sideways

progression - no two roles within a level will be exactly

the same and a sideways step may also offer a signicantstretch

We will continue to devolve resource to local systems tosupport cross-system development of middle managers

Inclusion

This remains an area of challenge, although we have

made some progress. We will need to devise furtherinitiatives to increase inclusion so our talent pools arerepresentative of our communities

Our future work will be informed by the evidence base ofwhat works as it emerges from the National LeadershipCouncil.


30/41


Appendix 1:Talent Map data

Future Chief Executives within Director Ranks

Perfo

rmance

Potential

NL18% (16)

ET18% (17)

DT116% (33)

RN19% (19)

NL2

15% (32)

ET2

16% (33)

DT2

14% (30)

RN2

2% (4)

NL3

4% (9)

ET3

0.4% (1)

DT3

0% (0)

New to level

8% (17)

11% ofDirectorsare ready

to be ChiefExecutives

Future Chief Executives within Next Step Director Ranks

Performance

Potential

NL1

6% (43)

ET1

6% (46)

DT1

12% (92)

RN1

7% (55)

NL218% (138)

ET217% (128)

DT217% (129)

RN24% (32)

NL34% (30)

ET33% (25)

DT31% (9)

New to level6% (48)

11% of

Next StepDirectors areready to be

Directors

Future Chairs within Non-Executive Ranks

Performance

Potential

NL110% (8)

ET14% (3)

DT110% (8)

RN111% (9)

NL2

19% (15)

ET2

12% (10)

DT2

16% (13)

RN2

4% (3)

NL32% (2)

ET35% (4)

DT31% (1)

New to level6% (5)

15% ofNon-

ExecutiveDirectorsare ready

to be Chairs


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Appendix 2:Spoilt for choice

This measures whether we have sufficient talent to step up into CEO and Director posts compared to the number of posts thatbecome available each year. To be spoilt for choice our target is to have a minimum of 2 candidates suitable for appointmentfor each interview. This graph is based on the actual demand in the system during the 12 months July 08 to June 09, these

numbers have been used to determine our demand and Red, Amber, Green (RAG) thresholds. The plan will be to use baselineturnover data for CEO and Director posts to predict demand for future years. Ready now means able to step up within 1-12months.

Ready Now Chief Executive Talent Pool

Demand Desired Talent Pool

Actual Ready Now CEO Talent Pool Gap (+/-)

20 2.0

25 2.5

3.0

3.5

15 1.5

10 1

5 0.5

0 0

7

14

23

9

RAG Status

RAG Status Green

The RAG status is generated from the ratio of the actualReady Now Chief Executive Talent Pool: the demand forChief Executive posts

1:1 Red

1.01 - 2.99:1 Amber

3:1 Green

Continued overleaf >


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Ready Now Director Talent Pool

Demand Desired Talent Pool

Actual Ready Now Director Talent Pool Gap (+/-)

80 2.0

100 2.5

3.0

3.5

65 1.5

40 1

20 0.5

0 0

39

7887

9

RAG Status

RAG Status Amber

The RAG status is generated from the ratio of the actualReady Now Director Talent Pool: the demand for Director

posts

1:1 Red

1.01 - 2.99:1 Amber

3:1 Green

Appendix 2:Spoilt for choiceContinued


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Appendix 3:Encouraging more clinicians and doctorsto become leaders

EOE % Ready Now Chief Executives,

Directors & Chairs who are:

Clinicians Doctors

EOE % Developing Talent Chief Executives,

Directors & Chairs who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executives Directors Chairs

Clinicians Doctors

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executives Directors Chairs

Of the Ready Now Talent Pool for Chief Executive and Director levels, there is some evidence of progress with our clinicians

and doctors. More work needs to be done to grow the number of doctors in the Developing Talent pool and with cliniciansacross the board.

13%14%

0%

13%

10%

0%

13%

27%

5%

3%

18%

5%


34/41


Appendix 4:Encouraging everyone to spot talent

2009 Chief Executive Community

2009 Chief Executive Talent Pool

2009 Director Community

2009 Director Talent Pool

200

250

300

350

150

100

50

0

41

86

224

308

Spotting Talent Baseline

This measures whether our CEO and Directors are recognising and meeting their responsibility to spot talent. The informationbelow is the baseline from which we will track improvement. The talent pool figures include ready now (1 - 12 months) and

Ready later (1 - 3 years)


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Appendix 5:Reflective of our communities

This is an area that needs more work; we need to understand the barriers to people from a BME and Disabled perspective in

gaining access to our Talent pools for CEOs and Directors. There is strong progress in achieving the gender targets.

EOE % Ready Now Chief Executives,

Directors and Chairs who are:

BME Women Disabled

EOE % Developing Talent Chief Executives,

Directors and Chairs who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executive Directors Chairs

BME Women

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executive Directors Chairs

5% 5%

12%

33%

36%35%

0%

3%6%

3% 4%

0%

38%

47%

27%


36/41


Appendix 6:NHS Talent and Leadership Framework

Level

National

Regional

Key Purpose

Ensure market conditions and incentivesenable leadership development for quality

Set standards to accompany receipt of publicfunding

Lead on creating advocacy for improvement

Commission programmes

National Leadership Council (NLC)

Create conditions to enable leadershipdevelopment for quality

Facilitate regional improvement

Tailor regional standards Commission development programmes

Sample Activities / Products

Board development work stream - Board Development Platform Development,

Standards Development, Quality forImprovement Programme

Clinical leaders work stream

- Leadership Accreditation, Cultural Change,

Removal of Barriers, Clinical Fellows Inclusion work stream

- Cultural Change, Understanding Barriers,Reducing Exclusion

Emerging leaders work stream

- Coaching Capacity, Emergent LeadersNetwork, Access Scheme Development,

Talent Tracking Top leaders Development for top 1000 most business

critical/complex posts

Regional talent and leadership plan

East of England Approach to Leadership andTalent Management- Board 360 diagnostic

- Senior Clinical leadership programme - Non executive development programme - High Potential Executive Programme

- Clinical Leaders Network - Executive coaching and mentoring - Aspiring Directors programme

- Alumni Master classes- Talent Management toolkit and metrics

Talent Tracking and Workforce data analysis


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Level

Employer

Individual

Key Purpose

Create the culture of leadership for quality Systematically assess talent needs and

develop improvement plans through theirboard of directors

Ensure that the prole of leaders reects the

communities served

Provide and commission development andcareer paths aligned with patient pathways

and service delivery

Continuously learn and be prepared to teachand coach

Seek development and career opportunities

Spot talent and support the development ofothers

Sample Activities / Products

Organisational talent and leadership plan -review annually

Creating a culture of talent spotting andtalent management

Create opportunities for quality and

improvement activities

Local leadership and managementdevelopment programmes

KSF, Personal development reviews, 360degree, individual and team coaching andmentoring

Be proactive in participating in personal

development and career portfolio planning Proactively identify personal stretch

opportunities

Access leadership and talent managementprogrammes

Commitment to coaching, teaching and/or

mentoring others

Appendix 6:NHS Talent and Leadership FrameworkContinued


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Alignment to the NationalLeadership council work-streams

Fair and equitable access toleadership development

Insufcient coaches to support

behaviour change Raised expectations of what the

SHA can deliver Insufcient workforce data from

organisations

Insufcient places on programmesto meet demand

Lack of suitable providers

(leadership)

Mitigate risks

Low identication and recruitment

to development pathways Limited national support for

regional approach

Monitor

Brain drain and changingworkforce demographics

Unable to track talent Limited organisational development

and workforce plans

Limited commitment and buy in toinvest in leadership development

Reduced leadership and talentpools

Economic climate

Organisations reluctance to releasestaff

Lack of clarity about local, regional

and national responsibilities forleadership and talent management

Take action now

Duplication of commissioning -

national, regional and local Conicting strategies at local and

regional level

Poor preparation of leadership pool- undergraduate/pre-registration

Professional entrenchment

Mitigate risks

High

Low

Low High

Probability

Appendix 7:Risk Matrix

Impact


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Appendix 8:Measuring Leadership QualityStaff survey data 2008:sourced from the Healthcare Commission

National average for all trusts

EoE average for all trusts

3.632

3.634

3.636

3.638

3.640

3.642

3.644

3.630

3.628

3.626

3.624

3.63

3.64

Support from immediate managers -

rating on a range from 1 to 5,where 5 is the highest

National average for all trusts

EoE average for all trusts

40%

50%

60%

70%

80%

90%

100%

30%

20%

10%

0%

45

81

66

28

57

42

81

65

27

54

Staff Survey questions that relate to Pledge 2 -

To provide all staff with personal development, access to appropriatetraining for their jobs and line management support to succeed

1 - % feeling there are good opportunities to develop their potential at work2 - % receiving job-relevant training, learning or development in the last 12 months3 - % appraised in last 12 months

4 - % having well-structured appraisals in the last 12 months5 - % appraised with personal development plans in the last 12 months

1 2 3 4 5


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Appendix 8:Measuring Leadership QualityContinued

NHS Constitution Staff Pledge 2: to provide all staff withpersonal development, access to appropriate training for

their jobs and line management support to succeed.The Talent Management Essentials model illustrates how

effective talent management and leadership developmentrequires the right processes, systems and tools. Theappraisal process is integral to this as understanding

what success and progress looks like promotes a sense ofachievement amongst individuals, organisations and thesystem.

From our most recent data it is clear that we need to do

more across all organisations to improve the processes,systems and tools that underpin feedback and appraisal, aswell as the provision of training.

Percentage of staff appraised in the last 12 months in

EoE organisations is 65%, the range is 38% at worst and

90% at best. This is similar to the national average ofother SHA regions and is an improvement from the 2007

data which showed an average score of 59% Percentage of staff receiving job related training,

learning or development in the last 12 months in EoEorganisations is 81%, the range is 66% at worst, 88% at

best. This is similar to the national average of other SHAregions and is an improvement from the 2007 data whichshowed an average score of 76%

Percentage of staff with a personal development plan inthe last 12 months in EoE organisations is 54%, the rangeis 26% at worst and 81% at best. There is no comparable

data from 2007 as this is a new question, however it isbelow the national average of 57%

Staff receiving support, guidance and feedback from their

immediate manager across a possible score range of 1 to

5, with 5 being the best; the average for organisationsin East of England is 3.63 with a range of 3.08 at worst

and 3.89 at best; this is similar to the national average of3.64.

It is clear from this data that we need to focus action onthe processes, systems and tools as described in the TalentManagement Essentials model. This work will also enable

organisations to adopt and embed the staff pledges withinthe NHS Constitution.


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For further information please contact:

Sarah GoodsonTalent and Capability Manager

E: [email protected]

NHS East of England

Victoria HouseCapital ParkFulbourn

CambridgeCB21 5XBT: 01223 597 500

www.eoeleadership.nhs.uk

This document can be made available in other formats on request.

Documents

East of England Talent and Leadership Plan 2009-10