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Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

The National Context for Talent Management We have a good legacy to build upon Lord Darzi focus on Leadership as a fundamental building block to a better NHS Focus on talent & leadership planning as integral part of Organisational Development Plans Early movers in some regions with successess incorporated into new national offering Recent leadership development successes Creation of NHS Leadership Academy and its network of Local Delivery Partners inc. Kent, Surrey & Sussex Leadership Collaborative Overhaul of leadership development and talent management offer Regional Leadership Awards, refreshed healthcare leadership model Current drive to improve quality of 1:1 conversations with staff Talent Management Toolkit has been designed and piloted Focus on Maximising Potential, aspirations and expectations In process of being rolled out across the country Tell your board and managers about what had brought us here- the development of a suite of national NHS talent tools with the NHS Leadership Academy, spread through a local KSS Network

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

Benefits of Good Talent Management It helps us to deliver against our priorities We can get an improved rounded view of the people we employ We can better fit people to work according to their talents and aspirations We can align personal behaviour with the right values that support better healthcare and promote health outcomes It helps us to de-risk the business We can see more clearly where our future leaders may come from We can identify in advance potential succession gaps for key roles We can be more attuned to the threats of key people leaving It helps us to get better value for money We can use it to promote a high performance culture We can bring better focus to our learning & development budget We can see where and on whom to focus our management effort “If you look after the staff, they’ll look after the patients” Talk through why talent management matters in the NHS and for our organisations

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

TM Roles & Responsibilities To make this work we all need to be clear about our roles and responsibilities Our Board & Executive Team Our Line Managers Our HR/OD Professionals Advice and support from Kent, Surrey & Sussex Leadership Collaborative team There are a number of distinct roles in making TM work in your organisation

TM Roles & Responsibilities Board & Executive Team Demonstrates their personal commitment Role models the right behaviour Provides agenda time on a regular basis Supports their line managers & enabling teams Promotes TM internally & externally Line Managers Takes responsibility for helping their staff to achieve their maximum potential Invests personal time in coaching their staff to meet their objectives and targets Demonstrates to their staff that they are credible advocates of the values through their management style and everyday behaviour Our People HR/OD Professionals Coaches executives and managers through the TM processes and tools Takes ownership for confidential management information to enable processes to be effective Networks with peers in other organisations and with the regional team to keep abreast of latest thinking and practices NHS Kent Surrey & Sussex Leadership Collaborative Provides subject matter expertise Promotes collaborative working across the region & learning from leading practices Represents the region through its support to the National Leadership Academy and their roll out of new initiatives These are examples of the roles of different people in developing talent management

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

The Talent Management Toolkit (TMT) Produced by the National Leadership Academy with support from the Local Delivery Partners, inc. KSS Brings together good practice from around the country Designed to support an inclusive national approach to talent management for all NHS staff Supports a culture that shows we are engaging with and caring for our staff to encourage a climate where they value and care for our patients Designed to improve the quality level of 1:1 staff conversations on their aspirations, career development and our expectations of their performance. Aimed at helping all staff maximise their potential. This is how the national approach to talent has been developed

Extracts from The Talent Management Toolkit (TMT) What is Talent Management and Maximising Potential? The Maximising Potential Conversation Tool Converation Do’s and Don’ts Online training in how to have a talent conversation The Talent Grid Conversation Tool Case studies We all need to feel that we are listened to, understood and valued in our roles to achieve our maximum potential. Whether you are someone who is a reliable key contributor, someone who needs support to be able to reach your potential or someone exceeding expectations who is ready for a step change. Maximising potential is about considering everyone as an individual and the development that is right for them and making them feel rewarded and able to do a good job within our NHS. There are two tools that have been created, a maximising potential conversations tool and the talent grid (9box grid) tool. Supporting these are a number of case studies, online training and examples of what to do and not do during a talent conversation. These can be found here: http://www.leadershipacademy.nhs.uk/resources/talent-management-hub/

What is Talent Management and Maximising Potential? TM allows an organisation to have a rounded picture of the individuals it employs, future skills and the styles and behaviours needed to take the organisation forward to effectively deliver against its priorities. Ultimately, aligning the right people to the right roles with the right values will lead to improved quality of healthcare services and outcomes for our patients will continue to improve. As part of the TM and maximising potential process, we look at reviewing employees against performance, behaviour, ambition and raw potential to move onwards and upwards. By looking at where employees sit on these scales it helps us to understand how best to support them in their development to reach their full potential in the wider NHS. In common with the most national and international organisations, we look to provide a maximising potential process that works for all of our staff which is how the Maximising Potential Conversation concept has emerged. The key element to any successful approach in maximising an individual’s potential is when managers and staff are able to have open and constructive conversations around their potential; where they are now, where they want to be, and how to be supported to get there. Talent Management (TM) represents organisations’ efforts to attract, develop and retain skilled and valuable employees. Its goal is to have people with the capabilities, commitment and behaviours needed for current and future organisational success.   This means making sure we have: 1 The right people, in the right roles, with the right values This is our national ethos to talent management in the NHS 2 With access to the right opportunities, exposure, stretch and development to reach their potential 3 Whether this be in their current role, or for a future role “the right people…the right roles”

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

Purpose of succession planning Why Succession Planning is important and the benefits we can get from it Help us identify future leaders in the organisation Mitigating risk in the organisation A generic template is provided by the KSS Leadership Collaborative along with a template Talent Status Report which we could use with the Board to review important recruitment, development & retention initiatives. There is a template succession planning report that is accessible through the KSS Talent webpage www.kssleadership.nhs.uk/talent

Talent Management Executive Summary: Contents The National Context The Benefits of Good Talent Management Roles & Responsibilities TMT Key Components Overview of Succession Planning Next Steps

Talent Management – Next Steps The (top team/Exec/Board) to give the go-ahead to launch a Talent Management initiative across (our organisation) Improving our appraisal process by using the Conversation Tools from the TM Toolkit Mitigating risk through a Succession Planning exercise Individual (top team/Excc/Board) members to commit to personal accountability briefing their own direct reports about the initiative Working on their contributions to the Succession Plan Schedule a date to spend some quality executive team time Review the Talent Status Report Agree our Risk Mitigation Action Plan Think here: what do you think your organisation needs to do next to embed talent in your organisation?

In the end…….. Good talent management is good for: Our people and how they can maximise their potential Our organisation and how it performs against its priorities Our patients & public and how they get high quality healthcare