1. NHS Talent Management Effective Conversations Programme

2. Project Team Suzanne Douglas, NHS Leadership Academy Northwest
Nicky Tyson, NHS Leadership Academy Northwest
Debby Whalen, NHS Leadership Academy North East
Becky Williamson, NHS Leadership Academy East Midlands
Samia Fazil, NHS Leadership Academy Thames Valley and Wessex
Kayleigh Roberts, National Leadership Academy
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3. Outcomes for the event
To explore the current reality of talent management and the effectiveness of talent conversations in enabling organisations to identify, develop and manage talent.
To create a future vision which sets out the aspiration for TM and talent conversations.
To identify measures and outcomes to underpin the vision.
To identify the tangible priorities and deliverables to enable the vision to be a reality.
Sharing and capturing ideas and best practice
1. Who is your customer? 2. What is the customer problem or opportunity? 3. What is the most important customer benefit? 4. How do you know what your customer needs or wants? 5. What does the experience look like?
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4. Plan for the day Sharing the context and shaping the outcomes
Future visioning
Exploring current position
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5. Working Together
‘Coming together is a beginning. Keeping together is progress. Working together is success.’
Henry Ford
Contracting, House Keeping, Expectations, Ground Rules, Outcomes
Twitter hashtag:
Slido details:
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6. Energiser Focus Energy Openness
Use a scale of 1-10 to self rate F.O.E and explore with a partner
What super talent do you bring to the group and how can we connect with you?
Energiser/Getting to know each other F.O.E (focus – attention bringing to the event, openness – receptivity of heart and mind bringing to the event, energy – energy bringing to the event: use a scale of 1-10 to explore)
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7. Problem Statement
How will we …… ‘Consistently deliver inclusive Talent Management which is underpinned by effective talent conversations. To manage talent and release potential in organisational workforces’.
‘Problem/ opportunity statement’ (30 mins) - table top conversations (15 mins) and plenary (15 mins) to shape the problem into an opportunity statement
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8. TM Current Reality
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9. Future Vision #NHSTalent ‘Future State’ (30 mins) – 20 mins Creativity
In small groups – capture on flip chart.
Use Disney Model – ‘Dreamer’ ‘Realist’ ‘Critic’
The Disney Strategy was modelled by Robert Dilts and is based on Walt Disney who had an extraordinary strategy for his business process and in bringing his Imaginations Into Animation.
Begin with creating Three states which are:
1) The Realist
2) The Critic
3) The Dreamer
Each of which will be represented with spatial anchors, these will be used to install each of these resourceful states. Mark the three spaces out on the floor and then go through each one.
Step 1 – ‘Dreamer’ What is it I want to create – The Creative Visual Dreamer / Creative Genius (relive a past memory of a time of heightened creativity from your past)
Step 2 – ‘Realist’ How will I bring these imaginations to Life – The Realist / Organizer (Now remember a time when you excelled in a position of a planner)
Step 3 – ‘Critic’ Look for any holes in your Plan – The Internal Auditor / The Project Manager (Step Into a time when your were able to constructively analyse a situation)
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10. Future Vision – Elevator Pitch
Pitch vision statements (20 mins) – collective (imported messages from elevator pitches voting?)
5 groups of 6 working together on pitching the vision in one sentence / short paragraph. ‘Elevator Pitch’
Share these on Slido on the big screen and enable votes for the best ‘Elevator Pitch’ / Statement.
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11. Measures & Outcomes #NHSTalent 20 min table top discussions
15 mins plenary feedback
10 mins agree outcomes & measures
Outcomes and measures :
10 minutes- Introduce exercise- linking back to activity giving context/ what our ‘ask’ is, this section is to determine what outcomes are we hoping for from the embedding of effective talent conversations-  and are there any measurables that will help us to quantify outcomes and track progress overtime?
-Each table has ‘outcome’ and ’measures’ templates/ or simply flipchart paper/ pens – asked to suggest what outcomes hope for-  and any measurable we can identify
20 minutes- of table top discussion
15 minutes- facilitated feedback each table in turn-  (NT supported by colleague to note key points of feedback on flip chart )
10 minutes-  agree list of outcomes/measures
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12. Measures & Outcomes Outcome: an intended result
A measure provides a basis for evaluation for one or more anticipated outcomes.

13. World café- over to you
15 minutes – exploratory discussion, capture insights & thoughts on the table cloth
Rotate across the 4 rooms
Group 1: 4.1; 4.2; 4.3; 4.4
Group 2: 4.2; 4.3; 4.4; 4.1
Group 3: 4.3; 4.4; 4.1; 4.2
Group 4: 4.4; 4.1; 4.2; 4.3
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14. ‘Where we are today’ World café
What has been my unexpected learning as a result of having TM conversations?
What needs to happen after a TM conversation?
What is happening in my own organisation that helps/hinders TM conversations?
What does “talent management” really mean? How else could it be defined?
‘Where We Are Today’ - World Café/Open Space -
What has been my unexpected learning as a result of having TM conversations? (15 mins)
What needs to happen after a TM conversation? (15 mins)
What is happening in my own organisation that helps/hinders TM conversations? (15 mins)
What does “talent management” really mean? How else could it be defined? (15 mins)
World café – 60 mins and 10 mins feedback in terms of themes
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15. End of day reflections
More of …
Less of …
Same as …
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16. NHS Talent Management Effective Conversations Programme

17. Day 2 – Plan for the day Effective conversation principles
Identifying commitments
Sustaining connections
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18. Outcomes for the day
To explore and capture the principles underpinning an effective conversation.
To capture what a good conversation looks and feels like.
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19. TM Conversation Principles
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20. Story board What does a good talent conversation look and feel like?
Who are the actors in the story?
Develop a story board (60 mins). Focusing upon the MPCT tool and zones on the tool which may prompt challenging conversations and how to frame these conversations. Also consider the practical components to bring to life the story board.
‘what does good look like?
‘how measure the impact of an effective talent conversation?’
Groups:
Blue group – poor behaviour and good performance (blue zone)
Red group - poor performance and good behaviour (orange zone)
Green group – new to role (green zone)
Yellow group – technical expert (purple zone)
Also be mindful of how to harness the difference in individuals
Consistent performer
(10 mins) Feedback and share story boards.
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21. Story board
Groups:
Blue group – poor behaviour and good performance (blue zone)
Red group - poor performance and good behaviour (orange zone)
Green group – new to role (green zone)
Yellow group – technical expert (purple zone)
Develop a story board (60 mins). Focusing upon the MPCT tool and zones on the tool which may prompt challenging conversations and how to frame these conversations. Also consider the practical components to bring to life the story board.
‘what does good look like?
‘how measure the impact of an effective talent conversation?’
Groups:
Blue group – poor behaviour and good performance (blue zone)
Red group - poor performance and good behaviour (orange zone)
Green group – new to role (green zone)
Yellow group – technical expert (purple zone)
Also be mindful of how to harness the difference in individuals
Consistent performer
(10 mins) Feedback and share story boards.
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22. #NHSTalent Maximising Performance Conversation tool (MPC-T) In pairs
Using the tool, select a couple of coloured areas and discuss:
The type of conversation you would have in the chosen area?
Integrate the conversations into the story board sequence
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23. Commitments
What do the following need to do to mobilise the Effective Talent Conversation programme?
National Leadership Academy
Local Leadership Academies
Talent Management Practitioners - who is the most important person to start a conversation with to socialise and mobilise?
Do you foresee any challenges and how can these be mitigated?
Commitments (45 mins):
What do the following need to do to mobilise the Effective Talent Conversation programme? (20 mins) – do you foresee any challenges and how can these be mitigated:
National Leadership Academy
Local Leadership Academies
Talent Management Practitioners ‘most important person to start a conversation with to socialise and mobilise’.
(20 mins) feedback
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24. Commitment & connections
Capture personal commitment statement on a christmas card and address the envelope to yourself
Snowball challenge……
Connections (15 mins) –
Capture personal commitment statement on a Christmas card/ gift tag? (Christmas card/ gift tag to self)
Snowball exchange/partner with TMP buddy
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25. Event Evaluation
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