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Overview
• NHS ‘National’ Leadership Academy• Northern Cluster working• NW Leadership Academy• Emerging Leader Survey • Talent Management Survey• ‘World Class’ Leadership Development• Key priorities 2012/2013• Q and A
Northern Cluster Working
• North West/North East/Yorks and Humber• National Leadership Academy liaises with each
of the 4 clusters• National funding for key areas:
– Support embedding of the ‘new’ leadership framework– Investment in BME middle/senior leaders and E and
D Leads– Support to Emerging Leader activity– Media training for CCGs
• Governance and oversight of cluster activity
NHS NW Leadership Academy
• Awaiting confirmation of future funding streams
• Continue to deliver today whilst designing tomorrow
• Responsive to changing and evolving context
• Member focused
Benefits The NW Leadership Academy….
• Offers value for money• Is flexible• Believes there can be no initiative about you
without you• Offers local, regional, national and international
expertise• Is not for profit and has no commercial bias• Delivers a great return on investment• Offers specialist, shared services
Survey responses
• 64 member organisations invited • Total started survey = 33• Total completed survey = 29• 27 organisations completed• CEO = 16• ED = 8• Associate Directors = 5
Are you familiar with the North West Emerging Leaders Network and its work?
72.7%
27.3%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Yes No
24
9
Is there a talent tracking system currently in use within your organisation that could identify emerging leaders?
51.7%48.3%
0.0%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
No Yes Don't Know
15 14
Talent tracking system?
• In development• It does exist within certain parts but not universally• Via appraisal and e-ksf but not as a formal and separate entity• Developed one last year but not rolled out because of staff and
managers concerns re- White Paper changes and feeling that this was an underhand method for selecting people for redundancy eg those not selected for emerging leaders
• To some extent and really only at a senior level. We are currently looking at a more formalised approach. I am interested in doing something more in line with how the private sector identifies and manages talent eg GE
• This is mainly at Directorate level and not centralised• Not formally but the executive team do consider this regularly• Although I think this needs keeping a check on with formation of
clusters as there is a risk that talented people fall through the net
What criteria does your organisation use to define talented individuals?
96.6% 93.1%
75.9%
62.1%
20.7% 17.2% 17.2%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
Per
form
ance
and
mer
it
Pot
entia
l
Per
sona
lA
ttrib
utes
Asp
iratio
n
Sco
pe o
fro
le
Tale
ntM
easu
res
Sen
iorit
y /
expe
rienc
ew
ithin
orga
nisa
tion
28 27 22 18
65 5
Criteria to define emerging leaders?
• Those who challenge conventionality
• Done very informally
• Success in their current role
How does your organisation currently keep emerging leaders engaged?
82.8%75.9% 72.4%
58.6%51.7%
37.9%27.6%
6.9%
0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%
Men
torin
g
Coach
ing
Stretch
opp
ortunit
ies
Secon
dmen
ts
Later
al mov
es
Rewar
d and
reco
gnitio
n
Flex
ible w
orkin
gOth
er
25 24 22 21 17 1511
(2)
Keeping emerging leaders engaged?
• We have, over the past twelve months established a talent pool , which any member of staff can put themselves forward to
• Very difficult at present because of changes to SHAs• In the current climate, and as an organisation in formal
turnaround, there are severe limitations on financial reward arrangements and on some continuing professional development
• Leadership development - all the above are in place in limited amounts and inconsistently
• Opportunity to shadow specific projects• Done very informally• LEAN training for the Bolton improving care system via our
academy clinical development programmes
How could the Regional Emerging Leaders Network support your internal talent management strategies?
89.7% 89.7% 86.2%
75.9%
62.1% 62.1%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Acc
ess
toad
ditio
nal
lead
ersh
ipde
velo
pmen
top
portun
ities
Exp
osur
e to
inno
vatio
n an
did
eas
Net
wor
king
Cro
ssor
gani
satio
nal
wor
king
Opp
ortu
nitie
sto
wor
k on
impr
ovem
ent
proj
ects
Hig
her L
evel
/W
ider
lear
ning
26 26 25 22 18 18
How could the EL network support internal strategies?
• All of the above would be excellent additions to what we can achieve locally
• Support to develop systematic approaches to talent management within the organisation
• Work placements outside the NHS particularly in a commercial or creative environment
Would it be helpful to have a regional network for those talented individuals who need
development external to the organisation?
86.2%
10.3%3.4%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Yes Don't know No
25
31
What outputs would you want a networkto deliver for your own organisation?
• Feedback on additional performance• Guidance on how skills can be best used within organisations• Assistance with retention of the right staff – especially in current
climate• To link to organisational goals (particularly QIPP)• To help an organisation be forward looking, innovative and have a
‘can do approach• Bring back expertise/ideas from other areas• A register/pool of individuals to draw on for projects etc• Cost effective talent management system that can be used as an
employer as well as at regional level • Realistic assessment of emerging leader’s potential• Offering opportunities that cannot be delivered in-house • I wouldn’t unless it avoided the categorisation and pigeon-holing of
most talent management schemes
What outputs would you want a networkto deliver for individuals?
• Career enhancement• Development linked to PDR• Networking/sharing/cross fertilisation/mutual
support• Exposure to different professions, environments
and leadership styles• Broaden horizons• Support to achieve maximum potential• Stretch opportunities• Recognition, motivation and stimulation
How do you share best practise internally?
82.8% 82.8%75.9%
65.5%
48.3%
3.4%0.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
Intranet Awards Learningforums and
events
Internalmagazine
Website Socialnetworking
sites
Don't know
24 24 22 1914
How do you share best practice internally?
• DVDs / Videos
• Via our Bolton Improving Care System (BICS) quality improvement processes
Are you committed to supporting this agenda and see the development of emerging
leaders as a priority?
86.2%
13.8%
0.0%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Yes Don't know No
254
Would you like to be involved as a sponsor of the emerging leader’s network?
75.9%
13.8%10.3%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
Yes Don't know No
224 3
If you answered yes, would you be willing to be contacted in the future about this?
95.8%
4.2%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
Yes No
23
1
Follow on:
• Survey with HRDs on Talent Management
• Support to organisations on talent management agenda – aligning our support to your context
• Review of strategy
• Dawn Nisbet – Lead
‘World Class’ Leadership Development
• Ivan Robertson – a survey of practices in leading organisations
• Individual readiness
• Organisational readiness
• Leadership Development activity/intervention
• Transfer and embedding
How do we support this together?
Where do responsibilities for this lie:
NationallyCluster wideRegional – what’s the NHS NW LeadershipAcademy’s to own and drive?Organisational – what’s yours to own andDrive?
Overview
• NHS ‘National’ Leadership Academy• Northern Cluster working• NW Leadership Academy• Emerging Leader Survey • Talent Management Survey• ‘World Class’ Leadership Development• Key priorities 2012/2013• Q and A