Talent Management for Future Clinical Commissioning Groups Building Leadership Capacity November 2011

The Case for Talent Management in Clinical Commissioning Groups The Current Picture No talent pipeline of future commissioning group leaders A lack of visible interest in commissioning leadership roles Weak assurance: do we have the right leaders in the right jobs at the right time? The Challenge How do we begin to build a strong talent pipeline? How do we create a culture where individuals want to take on new roles? How can we ensure appointments are made against the skill set required?

Current Context Building multi-professional talent pipelines QIPP: Strong leadership linked to best outcomes for patients Authorisation: ensuring readiness and willingness to take on commissioning responsibility Supporting a climate of continuous development and improvement, for individuals and services

Initial feedback suggests we there is an appetite for developing leaders across the health system Secondary Care Primary Care A common approach to talent across Primary & Secondary Care Wider pool of candidates for leadership roles Increased performance, efficiency and effectiveness ‘Spoilt for choice’ successor pipelines Leaders who can work across boundaries to benefit the patient - partners in care A more consistent patient experience

Our Vision Identify Talent Being clear on the kind of people and capability that will create quality and value for patients and the organisation Develop Talent Enabling individuals to understand their current performance, potential and development needs Retain Talent Foster a climate of engagement through nurturing talent, to improve retention of knowledge and skills. Consider “semi managed” careers To embed talent management in clinical commissioning groups from the outset, in order to enable the NHS to be spoilt for choice when selecting leaders of clinical commissioning groups. To develop confident leaders who own and manage their career development and work to continuously improve their leadership effectiveness and contribution. To enthuse individuals who aspire to lead CCGs. To achieve this we need to:

Mission Statement “Working with stakeholders the group will create a process and set of tools to support the identification and development of a pipeline of individuals with the ambition and capabilities to improve health outcomes through leadership of clinical commissioning groups.”

Project Working Group Programme Chair: Dr Peter Smith, GP Kingston Dr Penny Newman, East of England Dr Richard Moore, South Central Dr Jim Gardner, North West Dr Nikki Kanini, London Dr Junaid Bajwa, London Marion Lynch, South Central GP Revalidation Lead Programme Lead: Deborah McKenzie (NHS London) Supported by Lynda Shattock (Talent Consultant), Lizzie Smith (Talent co-ordinator)

Talent Principles Build on the success of the existing Talent Management approaches and in particular the London approach which was piloted in 38 acute Trusts and PCTs during Fully integrate the NHS Leadership Framework behaviours within CCGs Utilise a four box talent model of Performance and Potential

Project Goals To align the Talent approach with key Pathfinder initiatives – eg Authorisation, National Diagnostic To pilot a Performance and Potential self-assessment tool across 4 clinical groups during September-October 2011 To design and implement an online talent tool to support national dissemination of the talent approach To provide structured support for individuals to further explore their own development needs through building a network of trained talent appraisers and access to a 360 appraisal tool To enable individuals to identify and access the “best fit” leadership development opportunities for them To evaluate local and national leadership needs and career ambitions of new entrants to Clinical Commissioning Leadership. To enthuse potential CCG leaders across all professions

Talent Management Process Self assessment of Performance and Potential against technical skills and NHS Leadership Framework Behaviours & Establish readiness for more complex role Phase 2 Talent Conversations with appraiser/other trained Talent reviewer (?NLA) Access to 360 facilitated feedback Identification of development needs Access to appropriate development opportunities Phase 1

Focus of pan organisation Talent Reviews Level of preparedness for leadership roles in commissioning groups: local and national picture of talent pipelines. What kind of development is needed? Which individuals/groups require this development? At what point in career is it needed?

Progress To Date Agreement of a Performance and Potential self-assessment tool for individuals working in Primary Care Piloted with 73 individuals: - Oxford (early career clinicians) - Sessional GPs in East of England - Kingston (new GP entrants; Board members) - GPs on the Prepared to Lead scheme - A small cohort of nurses and AHPs - tbc Development of a post self-assessment process talent management process incorporating a 360 feedback mechanism (NHS Leadership Framework 360 Lite, Institute for Innovation and Improvement 2011) and talent conversations with trained appraisers Agreement to pilot talent conversation training with GP Appraisers in NHS South Central during September 2011

Evaluation of Talent Tool Completed to level 3 (action) Impact on Patients? What action are you going to take? What learning needs came out of it? How easy/clear was the form to complete?

To share project ethos, aims and scope To educate people about the benefits of talent management – to individuals, to the business and to patients – and what’s required to implement successfully. To share early evaluation data on the talent toolkit To ensure engagement from professional bodies, SHA leads and CCG leads. To achieve sign-up and commitment from CCG Governing bodies. Desired next step: update at pathfinder events Objectives: