executive summary of the east of england talent l

8/13/2019 Executive Summary of the East of England Talent L

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Talent and Leadership PlanExecutive Summary 2009/10


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Overview 3

Key Findings 2009/10 4

Priority Actions for 2009/10 5

Dashboard Summary 2009/10 6-7

Appendix 1: Talent map data 8Appendix 2: Spoilt for choice 9-10

Appendix 3: Encouraging more clinicians and doctors to become leaders 11

Appendix 4: Encouraging everyone to spot talent 12

Appendix 5: Reflective of our communities 13

Appendix 6: NHS Talent and Leadership Framework 14-15

Appendix 7:Risk Matrix 16

Appendix 8:Measuring Leadership Quality 17-18

Contents


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3 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Towards the best, together sets ambitious goals in ourpursuit to deliver the best health service in England. Toachieve them, we need to make the most of our talentedpeople and produce great leaders, both clinical and non-

clinical, at every level across the health system. Changerequires leadership, from the top and from every part ofthe service; this will also need to include our Non Executive

Community.

Delivery of our vision and pledges relies on more than just

our systems, organisations and pathways, but also on anumber of enabling strategies that cut across our basicinfrastructure for delivery. One of these enabling strategies

is leadership and talent management.

We have a good track record in the east of England. In 2007we launched our East of England Approach to Leadershipand Talent Management and this includes a bespoke board

360 tool to aid Board development and provision of threeflagship leadership programmes: High Potential ExecutiveProgramme, Aspiring Directors Development Programme

and Senior Clinical Leaders Programme. In 2008/9 wecompleted our first Talent and Leadership Plan as part of ourcommitment to the Operating Framework and participated

in the Department of Health proof of concept to test anddevelop its now published guidance Inspiring Leaders;leadership for quality.

The DH guidance Inspiring Leaders: leadership for qualitysets out 3 key purposes for the Strategic Health Authority:

1. Facilitate regional collaboration to improve thedevelopment of leadership capacity and capability

for quality2. Tailor regional standards

3. Commission senior development programmes

In the east of England we are ahead of the game with these

requirements. We have a growing talent pool of aspiringDirectors and Chief Executives; 2 participants from our firsthigh potential executive programme have been appointed

to chief executive positions within the East of England, 14staff from our Aspiring Directors Development Programmehave been appointed to director positions and 24 have

received promotions to more senior roles. We are the first

SHA in England that has delivered a systematic approach totalent management and rolled it out to Primary Care Trusts

with all 14 EoE PCTs producing a Talent and LeadershipPlan within their World Class Commissioning OD plans. Inaddition we have worked with one Foundation Trust to test

and adapt our tools and they are now in the final stages ofdevelopment of their first Talent and Leadership plan.

This year we have had a 100% response rate for the requestof system talent data. For the first time organisations were

asked to share names in addition to numbers and 40%of Trusts supplied names. This tremendous response isindicative of successful engagement and system support to

date.

One of our key challenges now is to build on this excellent

cooperation and ensure we have clear ways of identifyingand developing our potential leaders collectively. We alsoneed to establish arrangements that will embed system

wide the behaviours and processes that are the essentialprerequisites for talent management.

Our vision remains to be spoilt for choice and we havecontinued to make excellent progress towards achievingthis.

Overview


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1. The adoption of the Talent Management Essentials

Model has been an important catalyst for a systematicapproach to talent management

The Talent Management Essentials Model has beenimplemented across the PCT commissioningcommunity and one Foundation Trust in 2008/09

as planned

The Talent Tool kit has been modied to supportprovider trusts with their talent planning process

2. We need to continue to improve the quality of

information

All Talent pool data is self reported by the individual organisations, there is no independent validation of the data

11% of Directors are perceived to be ready now to be a Chief Executive; 11% of next step directors are ready now to be directors and 15% of Non-Executive

directors are ready now to be chairs 80% of Chairs and Chief Executives still believe that data integrity is not strong enough to enable effective

decisions on Talent Management A common database is required across the health system to support this

3. We continue to make progress on the inclusion agenda

29% of our Ready now Directors and next step directors are clinicians

8% of our Ready now Directors and next step directors are from a BME background

68% of our Ready now Directors and next step directors are women 3% of our Ready now Directors and next step directors are disabled

4. We are leading by example

All 14 commissioning PCTs have completed a Talent and Leadership plan as part of their World Class

Commissioning Organisational development plans;11 of the 14 were RAG status Green

One Foundation Trust has completed its Talent and

Leadership Plan

Talent and Leadership is being placed as a standing Board agenda item in 79% of the PCTs

The SHA will have completed its own internal Talent and Leadership Plan by end of July 2009

5. More work is needed to make the best of individual

performance management and development

38% of staff in EoE Trusts did not receive an appraisal

in the past 12 months: this is below the national average 47% of staff in EoE Trusts have not received job

related development in the last 12 months: this is above the national average Potential and aspiration are not a routine element of

performance appraisals

6. We need to align our programme delivery with our Talentand Leadership Planning

Applications to the High Potential Executive Programme and the Aspiring Directors Development Programmes this year included assessment against the

EoE potential model All applicants were assessed against the Talent Map

by their Chief Executive Further work needs to be undertaken to align leadership behaviours to the QIPP agenda We need to ensure staff from the Senior Clinical

Leaders Programme progress to the High Potential Executive Programme Future applicants for leadership programmes will be

drawn from talent pools identified through a systemwide talent mapping exercise

Key Findings 2009/10

4 NHS East of England - Talent and Leadership Plan 2009/10


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Priority Actions for 2009/10

We have achieved a great deal of progress against our

Talent and Leadership strategy since development of ourinitial plan in 2008/9. We plan to build on this success andwill focus on the following actions in 2009/10.

1. Continued development of the East of England

Approach in light of QIPP

A review of our Leadership and Talent Management

approach to ensure that we improve alignment with

Towards the best, togetherand delivery of the QIPPagenda

Continued support of the Leadership Alumni andClinical Leaders Network

2. Establishing an agreed governance framework for our

emerging Talent pools

Adopting a new construct to support delivery of the

East of England Approach to Leadership Development and Talent Management - The East of England Leadership Institute

Developing a brokerage model for Talent Management across Regional and Local systems Managing aspirations of individuals and their

employing organisations Implement the National Talent Management database once procured

Validate our data

3. Continuing engagement across the system

Engage across the system to share lessons learnt from the PCTs Talent Planning experience Encourage and enable annual Talent and Leadership

plans for all Trusts and support PCTs to become system

leaders of Talent management Roll out the Leadership and Talent Essentials toolkit across the system

4. Optimising collaboration to develop future leaders

Use the data from Talent mapping exercises to recruitto our Leadership programmes

Use intelligence from the PCT Talent planning

process to inform participation on current leadership programmes as well as additional programmes of development for each level of our Talent pools

A system wide review of Individual performance management processes to help embed the Talent review within existing systems

Clarication of funds to support leadership capacity

and capability including devolvement of Regional funds and matched funds from Trusts

5. Respond to the National Leadership Council

Work-streams

Continue to support existing leadership programmesand ongoing development of leadership capabilitythrough the Leadership Alumni

Use the Leadership Alumni as a specialist referencegroup to inform national initiatives from the NLC

- Clinical Leaders

- Top Leaders - Emerging Leaders - Board Development

- Inclusion Continue to work on how we can further improve our efforts especially to make our leadership talent pools

representative of our population Increase our talent pools

Resource requirements

We are committed to 3.5m of investment in the East ofEngland Approach to Leadership Development and Talent

Management in 2009/10. In addition to our investment incurrent activity we will: Devolve leadership funds to each County Workforce

Group to support locally agreed leadership interventions Establish the NHS East of England Leadership Institute

Recommendations to SHA Board

Agree to identify a Non-Executive Director to contributeto the Talent and Leadership Agenda

Agree to receive bi-annual reports on Talent and

Leadership Planning from the system and the SHA


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% Ready Now who are:

Clinicians Doctors

% Developing Talent who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Exec Directors Chairs

Clinicians Doctors

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Exec Directors Chairs

13%14%

0%

13%

10%

0%

13%

27%

5%

3%

18%

5%

Dashboard Summary 2009/10Continued


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Appendix 1:Talent Map data

Future Chief Executives within Director Ranks

Perfo

rmance

Potential

NL18% (16)

ET18% (17)

DT116% (33)

RN19% (19)

NL2

15% (32)

ET2

16% (33)

DT2

14% (30)

RN2

2% (4)

NL3

4% (9)

ET3

0.4% (1)

DT3

0% (0)

New to level

8% (17)

11% ofDirectorsare ready

to be ChiefExecutives

Future Chief Executives within Next Step Director Ranks

Performance

Potential

NL1

6% (43)

ET1

6% (46)

DT1

12% (92)

RN1

7% (55)

NL218% (138)

ET217% (128)

DT217% (129)

RN24% (32)

NL34% (30)

ET33% (25)

DT31% (9)

New to level6% (48)

11% of

Next StepDirectors areready to be

Directors

Future Chairs within Non-Executive Ranks

Performance

Potential

NL110% (8)

ET14% (3)

DT110% (8)

RN111% (9)

NL2

19% (15)

ET2

12% (10)

DT2

16% (13)

RN2

4% (3)

NL32% (2)

ET35% (4)

DT31% (1)

New to level6% (5)

15% ofNon-

ExecutiveDirectorsare ready

to be Chairs


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Appendix 2:Spoilt for choice

This measures whether we have sufficient talent to step up into CEO and Director posts compared to the number of posts thatbecome available each year. To be spoilt for choice our target is to have a minimum of 2 candidates suitable for appointmentfor each interview. This graph is based on the actual demand in the system during the 12 months July 08 to June 09, these

numbers have been used to determine our demand and Red, Amber, Green (RAG) thresholds. The plan will be to use baselineturnover data for CEO and Director posts to predict demand for future years. Ready now means able to step up within 1-12months.

Ready Now Chief Executive Talent Pool

Demand Desired Talent Pool

Actual Ready Now CEO Talent Pool Gap (+/-)

20 2.0

25 2.5

3.0

3.5

15 1.5

10 1

5 0.5

0 0

7

14

23

9

RAG Status

RAG Status Green

The RAG status is generated from the ratio of the actualReady Now Chief Executive Talent Pool: the demand forChief Executive posts

1:1 Red

1.01 - 2.99:1 Amber

3:1 Green

Continued overleaf >


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Ready Now Director Talent Pool

Demand Desired Talent Pool

Actual Ready Now Director Talent Pool Gap (+/-)

80 2.0

100 2.5

3.0

3.5

65 1.5

40 1

20 0.5

0 0

39

7887

9

RAG Status

RAG Status Amber

The RAG status is generated from the ratio of the actualReady Now Director Talent Pool: the demand for Director

posts

1:1 Red

1.01 - 2.99:1 Amber

3:1 Green

Appendix 2:Spoilt for choiceContinued


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Appendix 3:Encouraging more clinicians and doctorsto become leaders

EOE % Ready Now Chief Executives,

Directors & Chairs who are:

Clinicians Doctors

EOE % Developing Talent Chief Executives,

Directors & Chairs who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executives Directors Chairs

Clinicians Doctors

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executives Directors Chairs

Of the Ready Now Talent Pool for Chief Executive and Director levels, there is some evidence of progress with our clinicians

and doctors. More work needs to be done to grow the number of doctors in the Developing Talent pool and with cliniciansacross the board.

13%14%

0%

13%

10%

0%

13%

27%

5%

3%

18%

5%


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Appendix 4:Encouraging everyone to spot talent

2009 Chief Executive Community

2009 Chief Executive Talent Pool

2009 Director Community

2009 Director Talent Pool

200

250

300

350

150

100

50

0

41

86

224

308

Spotting Talent Baseline

This measures whether our CEO and Directors are recognising and meeting their responsibility to spot talent. The informationbelow is the baseline from which we will track improvement. The talent pool figures include ready now (1 - 12 months) and

Ready later (1 - 3 years)


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Appendix 5:Reflective of our communities

This is an area that needs more work; we need to understand the barriers to people from a BME and Disabled perspective in

gaining access to our Talent pools for CEOs and Directors. There is strong progress in achieving the gender targets.

EOE % Ready Now Chief Executives,

Directors and Chairs who are:

BME Women Disabled

EOE % Developing Talent Chief Executives,

Directors and Chairs who are:

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executive Directors Chairs

BME Women

25%

30%

35%

40%

45%

50%

20%

15%

10%

5%

0%Chief Executive Directors Chairs

5% 5%

12%

33%

36%35%

0%

3%6%

3% 4%

0%

38%

47%

27%


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Appendix 6:NHS Talent and Leadership Framework

Level

National

Regional

Key Purpose

Ensure market conditions and incentivesenable leadership development for quality

Set standards to accompany receipt of publicfunding

Lead on creating advocacy for improvement

Commission programmes

National Leadership Council (NLC)

Create conditions to enable leadershipdevelopment for quality

Facilitate regional improvement

Tailor regional standards Commission development programmes

Sample Activities / Products

Board development work stream - Board Development Platform Development,

Standards Development, Quality forImprovement Programme

Clinical leaders work stream

- Leadership Accreditation, Cultural Change,

Removal of Barriers, Clinical Fellows Inclusion work stream

- Cultural Change, Understanding Barriers,Reducing Exclusion

Emerging leaders work stream- Coaching Capacity, Emergent LeadersNetwork, Access Scheme Development,

Talent Tracking Top leaders Development for top 1000 most business

critical/complex posts

Regional talent and leadership plan

East of England Approach to Leadership andTalent Management- Board 360 diagnostic

- Senior Clinical leadership programme - Non executive development programme - High Potential Executive Programme

- Clinical Leaders Network - Executive coaching and mentoring - Aspiring Directors programme

- Alumni Master classes- Talent Management toolkit and metrics

Talent Tracking and Workforce data analysis


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Alignment to the NationalLeadership council work-streams

Fair and equitable access toleadership development

Insufcient coaches to support

behaviour change Raised expectations of what the

SHA can deliver Insufcient workforce data from

organisations

Insufcient places on programmesto meet demand

Lack of suitable providers

(leadership)

Mitigate risks

Low identication and recruitment

to development pathways Limited national support for

regional approach

Monitor

Brain drain and changingworkforce demographics

Unable to track talent Limited organisational development

and workforce plans

Limited commitment and buy in toinvest in leadership development

Reduced leadership and talentpools

Economic climate

Organisations reluctance to releasestaff

Lack of clarity about local, regional

and national responsibilities forleadership and talent management

Take action now

Duplication of commissioning -

national, regional and local Conicting strategies at local and

regional level

Poor preparation of leadership pool- undergraduate/pre-registration

Professional entrenchment

Mitigate risks

High

Low

Low High

Probability

Appendix 7:Risk Matrix

Impact


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Appendix 8:Measuring Leadership QualityStaff survey data 2008:sourced from the Healthcare Commission

National average for all trusts

EoE average for all trusts

3.632

3.634

3.636

3.638

3.640

3.642

3.644

3.630

3.628

3.626

3.624

3.63

3.64

Support from immediate managers -

rating on a range from 1 to 5,where 5 is the highest

National average for all trusts

EoE average for all trusts

40%

50%

60%

70%

80%

90%

100%

30%

20%

10%

0%

45

81

66

28

57

42

81

65

27

54

Staff Survey questions that relate to Pledge 2 -

To provide all staff with personal development, access to appropriatetraining for their jobs and line management support to succeed

1 - % feeling there are good opportunities to develop their potential at work2 - % receiving job-relevant training, learning or development in the last 12 months3 - % appraised in last 12 months

4 - % having well-structured appraisals in the last 12 months5 - % appraised with personal development plans in the last 12 months

1 2 3 4 5


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Appendix 8:Measuring Leadership QualityContinued

NHS Constitution Staff Pledge 2: to provide all staff withpersonal development, access to appropriate training for

their jobs and line management support to succeed.The Talent Management Essentials model illustrates how

effective talent management and leadership developmentrequires the right processes, systems and tools. Theappraisal process is integral to this as understanding

what success and progress looks like promotes a sense ofachievement amongst individuals, organisations and thesystem.

From our most recent data it is clear that we need to do

more across all organisations to improve the processes,systems and tools that underpin feedback and appraisal, aswell as the provision of training.

Percentage of staff appraised in the last 12 months in

EoE organisations is 65%, the range is 38% at worst and

90% at best. This is similar to the national average ofother SHA regions and is an improvement from the 2007

data which showed an average score of 59% Percentage of staff receiving job related training,

learning or development in the last 12 months in EoEorganisations is 81%, the range is 66% at worst, 88% at

best. This is similar to the national average of other SHAregions and is an improvement from the 2007 data whichshowed an average score of 76%

Percentage of staff with a personal development plan inthe last 12 months in EoE organisations is 54%, the rangeis 26% at worst and 81% at best. There is no comparable

data from 2007 as this is a new question, however it isbelow the national average of 57%

Staff receiving support, guidance and feedback from their

immediate manager across a possible score range of 1 to

5, with 5 being the best; the average for organisationsin East of England is 3.63 with a range of 3.08 at worst

and 3.89 at best; this is similar to the national average of3.64.

It is clear from this data that we need to focus action onthe processes, systems and tools as described in the TalentManagement Essentials model. This work will also enable

organisations to adopt and embed the staff pledges withinthe NHS Constitution.


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For further information please contact:

Sarah GoodsonTalent and Capability Manager

E: [email protected]

NHS East of England

Victoria HouseCapital ParkFulbourn

CambridgeCB21 5XBT: 01223 597 500

www.eoeleadership.nhs.uk

This document can be made available in other formats on request.

executive summary of the east of england talent l

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