1. Creating the conditions that allow everyone to flourish
Talent Management
Creating the conditions that allow everyone to flourish

2. Aim To ensure that all employees.
Understand their purpose, where they fit in and how they contribute to the strategic objectives of ORG.
Understand the ORG approach to talent management and how their behaviours are as important as the results that they deliver.
Know how to prepare for their appraisal and talent management conversations.
Know how to get ahead at ORG.
Know how they too contribute to the environment that we aim to create for everyone.

3. Module overview Working for ORG.
Our Vision, values and strategic objectives.
Who we employ.
Knowing your purpose.
Our approach to talent management.
Preparing for your appraisal.
What we look for in our employees.
How to get ahead in ORG.

4. Working for [ORGANISATION NAME]
We care about ultimately improving the health and well-being of communities. We help by delivering our services the ORG way, driven by our values and working in partnership with our customers
We blend the best of the NHS, including values and staff experience and expertise together with a customer focused, efficient operating model
We don’t expect to deliver everything ourselves. Sometimes we want to work in partnership with another organisation who can bring something extra to the table.

5. Right at the heart of [ORGANISATION NAME]
“Quote from your HRD or CEO”

6. What is our vision?
Include different visions and ask the individual to pull out our vision
Our vision

7. “Your vision (purpose) goes here.”

8. Our values
Our values drive everything we do and the way we do it – this is the ORG way.
Your values or the NHS principles here.

9. Our strategic objectives
In the notes below

10. Who we employ
Delivering [XXX] services across the public sector we employ dedicated high calibre multi-disciplinary teams with extensive knowledge and practice based experience supported by a broad spectrum of external talent in roles such as:

11. Our people
Our people may deliver diverse roles, requiring a vast range of qualifications and experience from across numerous sectors.
Three things that we expect our people to have in common:
Shared purpose
Commitment to the ORG values
Talented people with great attitudes and behaviours

12. Know your purpose
The same as the janitor that helps to put man on the moon (NASA), it is vitally important that everyone understands the importance, relevance and significance of the part that they play and how they contribute to the success of ORG.
Everyone working at ORG is contributing in an important way to;
“your vision here”

13. How does your role contribute?
It is important to find out if you do not already know, how your role directly or indirectly contributes to our success.
You need to connect the dots, how does your role connect to others and how do they come together to achieve our vision.
Know your purpose!

14. What is talent management?

15. What is talent?
Aptitude
Flair
Gift
Faculty
Ability
Genius

16. What is talent management?
A system, a process, an understanding and a belief that puts people and their current/future abilities at the centre of everything that we do.
Creation of conditions that allow all to flourish
Ability to spot and harness potential within individuals at all levels before or after entry
Aligned systems and processes
Recruitment, induction, training, performance management, reward and recognition, communications & engagement, discipline, ending employment
Understanding and belief
People at the heart of everything we do
People don’t buy services and products, they buy our people
You can easily teach a skill, you can’t easily teach behaviour and attitude
Its not what you do or say, it is the way that you do or say it!

17. Talent management People M.A.D Leadership & management
Vision & values
Leadership & management
Attitude & behaviour
Spotting potential
External market
Development & promotion
Succession planning
Reward & recognition
Engagement
Career pathways
Apprenticeships & graduates

18. Benefits of talent management
Ability to attract, recruit and retain the best talent available
Happy and fulfilled place to work
Targeted opportunities internal promotion
Reduced turnover and increased retention / stability
Reduced sickness absence / attendance
Increased confidence in your colleagues, managers and support

19. Overview
appraisals

20. [ORGANISATION NAME] Appraisal policy
Everyone must have an annual and mid-year appraisal
Everyone must have regular one to ones
Everyone must have SMART objectives that link to the strategic objectives of ORG
Everyone must have a development plan in place

21. Purpose of the appraisal approach
You understand and mutually agree what is expected of you and what you are expected to achieve
A structured way to cascade and achieve the organisations objectives
To review performance and progress against your objectives
Alignment of your work objectives with the organisation’s priorities
To identify training and development needs linked to your work objectives and career aspirations

22. Key principles The process and quality is mutually owned
There is equal focus on behaviours as well as results
Behaviours and results are rated separately creating an overall performance banding
Potential to progress is also measured for succession planning
Forms signed by appraisee and reviewer and submitted to the reviewers manager

23. Agreeing work objectives
Your work objectives should be aligned to directorate/organisational objectives
Maintenance / keeping pace (on going)
Stretching
Work objectives can be agreed for teams or individuals whichever is most appropriate
All objectives should follow SMART objectives
Specific
Measurable
Achievable
Relevant
Timebound

24. Principles and behaviours
We apply certain principles to the appraisal framework
ORG Values
No surprises
Positive experience
Interactive and two-way
Supportive and constructive approach
Clarity of objectives
Aligned objectives
Development is ongoing
Identify opportunities to fulfil potential
Align to

25. Personal development on and off the job
On the job examples
Delivery of role
Work shadowing
Coaching
Opportunity to undertake additional projects
Demonstrations
Off the job examples
Qualifications
External training
Visits
Networking

26. What to expect To receive a copy of our strategic objectives
To discuss at your team meeting the strategic objectives and how your team contributes
To receive an invite to your appraisal meeting
You need to prepare for your talent management and appraisal meeting

27. [ORGANISATION NAME] APPROACH TO TALENT MANAGEMENT

28. [ORGANISATION NAME] approach to talent management
Talent Conversation Tool
Measurements
Performance
What has been achieved - Results
How it has been achieved - Behaviours
Potential framework
Judgement
Drive
Influence
Organisational talent profile
Top box talent
DNA
Requires support

29. [ORGANISATION NAME] approach to talent management
Based on key principles of great people management
Consistent ratings (language remains the same)
Does not meet expectations
Partially meets expectations
Meets expectations
Exceeds expectations
Overall performance ratings (language remains the same)
Under performer
Developing performer
Sound performer
Exceptional performer

30. Talent Conversation tool
Purple
Blue
Orange
Green
New
to Role
How you achieve it
Behaviour
What you achieve
Performance Outputs
Exceeds
behaviour exectations
Meets behaviour expectations
Partially demonstrates behaviours
Gold
Fundamental to keeping
ORG going
…our ‘DNA’
expectations
Meets
Partially meets
Possible Step Change:
Leadership Role
Technical Expert

31. Performance ratings – ‘What’
The ‘what’ – are the tangible targets that have been achieved. Rate them dependent on the extent to which all the objectives / targets were achieved. A rating is given for the overall achievement of targets, not individual targets.
The ‘what’ performance rating
Description
Examples to illustrate when performance rating may be applied
Does not meet objectives
Most objectives either not delivered, delivered below the required standard or have required significant intervention and input from others
Working to own agenda, not listening or accepting support when needed
Partially meets objectives
Performance is low, and does not consistently meet our high standards, with important objectives or targets not achieved.
Performance is inconsistent
Over promising with under delivery
Not being open or asking for help when experiencing difficulties resulting in important objectives not being met
Meets objectives
Delivers a rounded performance against most objectives and all critical performance areas
Performance is consistently positive
Achieves objectives and produces measurable and valued outputs
Works efficiently and effectively to deliver results
Exceeds objectives
Consistently delivers a strong performance against all objectives, and delivers results beyond expectations
Regularly contributes over and above the performance requirements of the current role
Plans effectively and always looks for opportunities to deliver over and above what is required
Outputs are comparable to others in more senior roles
Puts the delivery of objectives for the business ahead of own personal objectives

32. Partially meets vs. meets expectations
Performance is low, and does not consistently meet our high standards, with important objectives or targets not achieved.
Performance is inconsistent.
Delivers a rounded performance against most objectives and all critical performance areas.
Performance is consistently positive.

33. SMART objectives Specific Measurable Achievable Relevant Time bound
Stretching

34. Performance ratings – ‘How’
We rate the ‘how’ against the extent to which your team member demonstrates all the key behaviours in achieving their targets, again using a simple scale as illustrated below.
The ‘how’ performance rating
Description
Examples to illustrate when performance rating may be applied
Does not demonstrate behaviours
Negative examples of behaviour demonstrated with little or no desire to improve
Working to own agenda, not listening or accepting support when needed
Paying ‘lip service’ to the ORG Values
Partially demonstrates behaviours
Targets may have been achieved but not by displaying the consistent behaviours
Behaviour is inconsistent
Not being open or asking for help when experiencing difficulties
Not listening to others
Demonstrates behaviours
Recognises that the behaviours demonstrated in achieving an objective or target also matter, not just the result
Behaviour is consistently positive
Works well with others and demonstrates positive behaviour even when under pressure
Has a ‘can do’ attitude to problem solving and overcomes issues to achieve results
Role model in demonstrating behaviours
Looks for opportunities to add value
Role model for peer group
Actions and behaviour always reflect the ORG Values

35. [ORGANISATION NAME] approach to talent management - how
Bringing our values to life:
Behaviours – Our vision and values are central to our expectations of behaviours Xx
Leadership Behaviours
Reflects the understanding that leadership occurs at every level within the organisation, and that;
Employees can expect those in leadership and management positions will demonstrate additional leadership behaviours. Initial work has categorised these into three key categories: xx

36. The performance cycle
Plan
Monitor
Prepare
Evaluate
Review

37. Talent management fundamentals
Feedback – The ‘Losada’ Ratio
Talent management fundamentals

38. Feedback Value of it Giving it Receiving it
Ratio of feedback - ‘Losada’ Ratio
Types of feedback
Formative (STAR)
Motivational (FAST!)
Challenging conversations

39. Motivational feedback
Frequency
Accurate
Specific
Timely
Easy model
Example
Effect
Change / Continue
Stills needs to be timely and accurate

40. Five Points of Formative Feedback
1. State what you’ve observed.
5. Agree on a solution together.
2. Wait for a response.
Five Points of Formative Feedback
4. Ask for a specific solution.
3. Remind them of the expectations.

41. “Seek first to understand, then to be understood.”
Listen to understand
“Seek first to understand, then to be understood.”

42. Potential ratings
Potential is important from an individual perspective as it enables us all to understand the qualities needed to succeed and grow. We assess these qualities by looking for evidence of Judgement, Drive and Influence. Discuss with your team member whether they have a desire to progress in the organisation, and / or whether you think they have the potential to move into a bigger role in the future. Using the indicators in the potential framework, you will determine one of the following potential ratings: ‘Develop in role / similar role’, ‘Potential to progress’ or ‘Ready Now’.
Judgement, drive, influence
Description
Potential rating
Overall judgement, drive and influence demonstrated at the degree typically expected for their grade and/or role, a number of development areas as well as some positive qualities
Knows current role well and will look to enhance their current skills
Likely to develop in current role or a similar role for the foreseeable future
Is happy where they are without the desire or the potential to progress to the next grade
Develop in role / similar role
Demonstrates positive examples against most of the judgement, drive and influence qualities with only a few development areas which are actively being built on through a personal development plan
Has the ability to progress
Potential to move into the next grade or similar role with larger remit with focussed support within the next two to five years
Has the motivation to progress their career
Potential to progress
Role models the qualities of judgement, drive and influence and is demonstrating these with a degree of skill much higher than expected from their current grade and / or role
Consistently demonstrates the capability to operate at a grade higher within the next year or so
Has the desire to progress and would seriously consider opportunities as presented
Ready now

43. Your career aspirations
Referring to the potential framework:
Judgement
Drive
Influence
Consider your aspirations
Would you like to progress within ORG?

44. Preparing for your appraisal and talent management conversation

45. Step 3: Prepare Pulling it all together How would you rate yourself
Performance results
What (Performance objectives)
How (Behavioural objectives)
Potential
Develop in role
Potential to progress
Ready now

46. Personal development planning
Based on:
Your performance against your objectives
Your behaviours
Your career aspirations
Your new objectives
What are your development needs:
What activities are required

47. Our process

48. Record keeping Phase 1 Phase 2 May / June 2016
Revised appraisal documentation
Appraisal and PDP results populated and returned to HR by service
Phase 2
ESR Talent Management module
ESR Manager and Employee Self Service
Services add their own service results as practice run

49. The joint role of human resources managers and employees

50. Added value
Supporting your service lines to proactively succession plan and identify opportunities to enhance the current employment offering
Developing our future leaders and protecting ORG future
Proactively managing / supporting / challenging underperformance existing within ORG
Reinforcing ORG values at every employment interaction

51. Consistency checking Your assurance
Based on peer review
Challenge and support
Shared understanding and purpose
Quality of objectives
Consistent application and ratings
What you can do if you are not happy with your objectives, performance ratings or development plan?

52. Key dates
Appraisals
Add dates

53. Further development required
Recruitment and selection
Reward and recognition links
ORG internet – Careers at ORG page
HR & People Management training
Links to values and behaviours
Internal development
Measurement of success
Employee engagement surveys (baseline)
Bottom box / top box improvements (baseline June 2015)
People KPI’s linked to employee engagement
Customer satisfaction (baseline exists)
ESR system readiness

54. ESR talent management
ESR can hold and therefore report on the following information:
Qualifications
Transfer from NHS Jobs?
Professional memberships
Training attendance
Links to competencies
Skills and competencies
Including level of competence
Objectives set – cascade from strategic objectives
Progress against objectives
Performance ratings
Personal development plans
Linking to OLM and matching programmes
Pay award recommendation according to performance rating
Career paths – not so straight forward

55. Career paths – not so straight forward
Apprentice
Assistant
Team Leader
Graduate
Adviser
Manager
Senior Manager
Head of Service