1. Workforce Partnership Leadership Learning Exchange Talent Management 29th July 2016

2.  The following slides have been developed to provide an update on the Director of Nursing talent management pilot in Midlands and East in the context of the national work underway  We will cover:  Our ambition and plans  National context  How we ensure that our interventions are responsive to system transformation priorities  What is working really well  Learning to date  Next steps Purpose & topics

3.  To work with Directors of Nursing (DoN) and Deputy Directors of Nursing to agree a common language and approach for identifying, developing and deploying DoN talent pipelines across all health and care settings to fill DoN vacancies quickly and effectively locally, regionally and nationally.  To align agreed approaches with existing good practice across the health and care system at a local and national level.  To work with CEOs and AOs across the health and care system to build the required commitment, capability and structures to enable effective talent management within their organisations. Midlands and East Pilot - aims

4. Talent identification / assessment Communication s (DoNs, HR, EOIS, AOS) Career chats & application s Shortlistin g Assessment centres Talent development Future DoN role Career plan developed Identify key learning for individuals Launch 12 month development Talent deployment Talent forums memberships Identification of mentors/sponsors Proposed approach for Pilot

5. @NHS_HealthEdEng #insertcampaignhashtag

6.  There is a recognised shortage of Director, senior nurse talent at Board/Governing Body level across the NHS in England  Potential future senior nurse leaders have limited access to the breadth of development and career opportunities in part because:  There is a lack of movement between different health settings, because Trust Executive boards are currently risk averse  Many deputies and existing DoNs do not want to have to relocate or live away from home to take up new posts  The Stuart Rose, Ed Smith and Carter reviews, highlighted various things, including the need for an national approach to talent management across the NHS to enable a greater flow of individuals between provider and commissioning organisations and maximise “untapped talent” across the NHS  Talent management has become an imperative for the health and care system as a whole  The DoN pilot forms one of 3 pilots established to test an approach to talent management to inform the national strategy  Health and Care Leaders Scheme (ALB/DH collaboration) – an established national talent management scheme that is being used to inform DoN pilot approach National context – talent management

7. Five Year Forward View (5YFV) ALB CEO Board National Leadership Development and Improvement Board National Improvement and Leadership Development Strategy Development and implementation of a single national strategy to build capability and capacity in improvement and leadership development across the workforce Block 1 Talent Management Long term strategy development Senior system leaders support and addressing hard to fill vacancies Block 2 Leadership Development Block 3 Improvement Block 4 Supportive environment for improvement The work has come about because of the expert investigations in 2015/16 (Smith, Rose, Carter) commissioned by the Secretary of State The purpose of this strategy is to set the national direction for capacity and capability building in improvement and leadership development, including talent management, for the NHS in England. It will provide: a unifying vision of an English NHS committed to continual learning and improvement, with an engaged workforce and capable and compassionate leaders at all levels. a practical plan for implementing this vision Attract Identify Support Deploy National context - talent management

8.  Talent / high potential cannot be considered in isolation. Any talent management programme needs to be designed to reflect the unique organisational context and business strategy and answer the question ‘potential for what, in this context?’  To answer this we need to be clear about the leadership roles we are identifying and developing ‘talent’ to fill  There is a recognised requirement to develop ‘system’ leaders to deliver new models of care to address population health issues with a particular focus on integrated workforce structures  The New Care Models team hosted an event on 27th July to help us learn from the Vanguards and build a definition of future nurse leaders  We will feed into the strategic planning processes being led by the National Leadership Development and Improvement Board National context - leadership

9.  Steering group established to oversee pilot led by NHS England & supported by HEE and NHS Improvement  Launched pilot on 10th June  Application process on website https://healthandcaretalentmanagement.hee.nhs.uk/Talent- management/Directors-of-Nursing/Introduction-to-the-website https://healthandcaretalentmanagement.hee.nhs.uk/Talent- management/Directors-of-Nursing/Introduction-to-the-website  Deadline 19th August  Assessment centres  29/30 Sept  6 Oct  Launch development programme from November for 12 months  Engagement events running until 3rd August in South region to inform future role development & wider national approach to talent management  Defining the DoN role – work initiated through 27 th July event and led by the New Care Models team  Health and Care Leaders Scheme Talent Board fully sighted on DoN pilot Work to date

10.  Working nationally brings a number of challenges with it - symptomatic of system leadership  Get on with it - sometimes it really is better to beg forgiveness than ask for permission  Don’t keep reinventing the wheel – there really are only so many ways to approach talent management  Engage senior leaders  Keep it simple and measurable – make the proposition for individuals and organisations clear, with a particular focus on outcomes  Agree what success looks like  Use stories to bring it to life Learning to date - the ‘good’ and the ‘bad’

11. Questions?