GUIDELINE TALENT GROOMING PROGRAMME FOR TECHNICAL HEALTHCARE PROFESSIONALS

Transcription

1 D GUIDELINE TALENT GROOMING PROGRAMME FOR TECHNICAL HEALTHCARE PROFESSIONALS Institute for Health Management Ministry of Health Malaysia

2 PUBLICATION COMMITTEE Advisor Y.Bhg Datuk Dr. Noor Hisham bin Abdullah Director General of Health Chairperson Dr. Shahnaz binti Murad Deputy Director General of Health (Research & Technical Support) Fellows Y.Bhg Dato Dr. Haji Azman bin Abu Bakar Y.Bhg Dato Dr. Haji Abd Jamil bin Abdullah Dr. Wan Mansor bin Hamzah Dr. Mastura binti Ismail Dr. Radziah binti Mohamad Puan Siti Aisah binti Bahari Dr. Nomah binti Taharim Dr. Mohd Fikri bin Ujang Authors/ Editorial Board Dr. Nor Izzah binti Haji Ahmad Shauki (Chief Editor) Dr. Mohd Fairuz bin Abdul Razak Cik Nurul Syarbani Eliana binti Musa Dr. Pangie Anak Bakit Dr. Norhidayah binti Mat Diah En. Shahrul Nizam bin Ahmad Dr. Amar bin Imran Dr. Nor Filzatun binti Borhan TGP Institute for Health Management, MOH Malaysia Page 2

3 FOREWORD DIRECTOR GENERAL OF HEALTH A successful organization needs to harness and develop its talents for continual growth and renewal. This is particularly so in the health sector which requires strong leadership to manage in a very challenging and dynamic environment. The Ministry of Health is the guardian for health for its population, as well as a major healthcare provider. It needs to provide leadership to ensure high quality, affordable and accessible healthcare for its people. Talent grooming is essential to ensure a continual stream of effective leaders who are knowledgeable, confident, courageous and resilient to lead the way in a globalised world. As John C. Maxwell said, A leader is one who knows the way, goes the way and shows the way. The Talent Grooming Programme for Technical Healthcare Professionals (TGP) is one of the initiatives of the Ministry for succession planning and developing good future healthcare leaders. It provides a framework for an organized and progressive way of identifying, developing and mentoring future healthcare leaders for the country. I am confident that with this programme in place, talents will be unlocked and nurtured into polished jewels to bring greater health for the nation. Finally, I would like to congratulate everyone who are directly involved in the successful development of the TGP. This first step will bring about changes that augur well for the Ministry of Health in particular, and the healthcare sector in general. Let us continue to work for the success of the programme. TGP Institute for Health Management, MOH Malaysia Page 3

4 TABLE OF CONTENT Foreword Director General of Health Introduction Goals, Values And Scope Roles And Responsibilities TGP Committee Assessment Panel Secretariat Facilitator/Supervisor Talent Structure of the Talent Grooming Programme Talent Identification Application Process 21 TGP Institute for Health Management, MOH Malaysia Page 4

5 4.1.2 Proposers and Referees Selection and Categorization Personality Test Competency Matrix and TGP Level Training and Professional Development Assessment TGP Registry and Databases Time Frame 25 References 26 Acknowledgement 28 TGP Institute for Health Management, MOH Malaysia Page 5

6 FIGURES Figure 1 Figure 2 Competency domains in TGP for Technical Healthcare Professionals Framework of TGP for Technical Healthcare Professionals Figure 3 Flow chart of talent selection process 23 TGP Institute for Health Management, MOH Malaysia Page 6

7 ABBREVIATIONS CPD CV ICT JPA LNPT MOH NPQEL TGP TM Continuous Professional Development Curriculum Vitae Information and Communication Technology Jabatan Perkhidmatan Awam Laporan Nilaian Prestasi Tahunan Ministry of Health National Professional Qualification for Educational Leaders Talent Grooming Programme Talent Management TGP Institute for Health Management, MOH Malaysia Page 7

8 DEFINITIONS Term Definition Applicant Competency Matrix Facilitator/Supervisor Proposer Referee Technical Healthcare Professional TGP Level Potential individual to enter TGP The assessment tools consist of 5 domains Leadership Organisational Governance Communication Professional Values Personal Values Technical Healthcare Professional who is assigned to facilitate talent under his supervision Technical Healthcare Professional who advances a suggestion for potential talent Technical Healthcare Professional who is willing to testify to the character or capabilities of an applicant Professionals working in Ministry of Health (at Grade 41 and above) as describe below: Medical Officers Dental Officers Pharmacists Professional Paramedics Allied health professionals Represent level of competency based on competency domain as assessment tool, and will be the reference for training and professional development of the talent. TGP Institute for Health Management, MOH Malaysia Page 8

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10 1 INTRODUCTION 1.1 Talent Management Talent management (TM) is a process of attracting the best people through recruitment and grooming them to be successors. They will be equipped with various skills to meet current and future needs There are five primary areas of TM strategies as listed in most literatures - attracting, selecting, engaging, developing and retaining 2,6,7,9,11. TM and leadership development are related to each other. Using a consistent talent management program to develop effective leadership at all levels within an organization will definitely benefit the organization in long-term. Many companies and organisations use the model as their blueprint for leadership training. As its name suggest, this models comprises of 70% on the job training (challenging assignments), supplemented with 20% of coaching and mentoring (developmental relationships) and 10% of formal training (coursework and training) 11. Through this approach, the best talent will be cultivated according to identified organizational needs. Each candidate has a customised development plan to follow 11. Another element under the talent management umbrella is succession planning. Succession planning is defined as a means of identifying critical management positions, starting from middle level, extending up to the highest position in the organization 1. Succession plan usually involves identifying a talent to be considered for promotion. Therefore, an integrated approach to TM, leadership development and succession planning offers a pathway towards sustainability of outstanding performance for an organization. TGP Institute for Health Management, MOH Malaysia Page 10

11 Talent management and succession planning in Malaysia is largely practiced by the private sector. According to a survey done by Development Dimensions International, most organizations have succession plans for Functional Heads, CEO and Direct Reports Positions. Malaysia Productivity Corporation (MPC) in 2010, reported that Proton identifies at least 15% of the staff to be in the Accelerated/Talent Development Pool. The Ministry of Education has a talent management programme to identify staffs for top position in the Ministry. For more than 10 years, this ministry also has an established National Professional Qualification for Educational Leaders (NPQEL) to produce successors for school principals. 1.2 Rationale of the Programme The Director General of Health is concerned about the absence of a formal Grooming Plan for technical officers within the Ministry of Health (MOH). Thus, succession can be a troublesome exercise. However, there is informal coaching done at different level using various methods. The time has come to prepare a framework for grooming plan that can be carried out at all levels (programme, divisional or institutional, state, district, hospital or organizational) in the MOH. The initial proposal framework has been presented and approved by YBhg. Datuk Dr Noor Hisham bin Abdullah, Director General of Health and agreed upon by all head of programmes and divisions in MOH during Mesyuarat Pembentangan Kertas Cadangan/Dasar kepada Ketua Pengarah Kesihatan which was held at Holiday Inn Glenmarie, Shah Alam on 1 st December The Deputy Director General (Research and Technical Support) will be responsible for running the programme. The secretariat for the programme is the Institute for Health Management (IHM). The framework was later presented to the members of Mesyuarat Khas Ketua Pengarah Kesihatan bil. 1/2014 on 10 th February TGP Institute for Health Management, MOH Malaysia Page 11

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13 2 GOALS, VALUES AND SCOPE 2.1 Goals The programme is established to identify and develop technical healthcare professionals with potentials into future leaders. The ultimate aim is to improve health system performance and the health status of the population through effective healthcare leadership. 2.2 Values Values for Talent Grooming Programme (TGP) as listed below; Transparent Feedback-rich environment Social-spirited Well-defined process Leadership excellence Dynamic and flexible Multiple entry 2.3 Scope The programme is broad and generic. It focuses on managerial and leadership development for technical healthcare professionals in the MOH. This programme runs parallel to the existing technical programmes. TGP Institute for Health Management, MOH Malaysia Page 13

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15 3 ROLES AND RESPONSIBILITIES 3.1 TGP Committee A high-level committee within the MOH is formed to oversee the progress and success of the programme. Advisor : Director General of Health Chairperson : Deputy Director General of Health (Research & Technical Support) Secretary : Director, Institute for Health Management Members : Deputy Director General of Health (Medical) Deputy Director General of Health (Public Health) Senior Director (Pharmaceutical Services) Senior Director (Oral Health) Senior Director (Food Quality & Safety) All State Health Directors The TGP Committee has the following responsibilities: determine the policy direction of the programme endorsement and certification of talent 3.2 Assessment Panel The Assessment Panel is responsible for the selection of the talent. Five Assessment Panel members will be appointed by Director General of Health. They consist of people with vast experience and passion towards the TGP. Among the responsibilities of panel are to; discuss and decide on talent selection based on pre-set criteria TGP Institute for Health Management, MOH Malaysia Page 15

16 identify needs for talent progression based on talent performance evaluate the performance of talent forward recommendations on further actions to the Committee for endorsement. 3.3 Secretariat The Director of Institute for Health Management (IHM) is the secretary for the TGP Committee. The Institute for Health Management as secretariat is responsible for:- developing guideline, assessment and monitoring tools organising panel assessment and TGP Committee meetings, when needed coordinating and monitoring the entire programme maintaining the registry/database of talents. provide the progress report of the programme to stakeholders, when necessary. 3.4 Facilitator/Supervisor The identified talents will be guided and facilitated by a facilitator/supervisor or a group of facilitators/supervisors. Selection and appointment of facilitators/supervisors are based on the recommendations of the TGP committee. The facilitators/supervisors should; be experienced in his technical field be willing to supervise and mentor have good attitude committed to TGP and its activities be free from disciplinary issues The facilitator/supervisor need not be from the same field or discipline as the talent. TGP Institute for Health Management, MOH Malaysia Page 16

17 3.5 The Talent Each talent is responsible to give full commitment within the programme once selected. Commitment and Agreement will be signed by each talent covering the following areas; The talent will undergo periodical self assessment using competency assessment form and Continuous Professional Development - CPD logbook ( annually) need to adhere to postings recommended by the TGP Committee, be it a transfer or attachment for the purpose of gaining appropriate experience. has the responsibility of communicating with facilitator /supervisor being in the programme, is not guaranteed for a higher post or any monetary reward. TGP Institute for Health Management, MOH Malaysia Page 17

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19 4 STRUCTURE OF THE TALENT GROOMING PROGRAMME The Talent Grooming Programme (TGP) is developed based on five competency domains which are the determinants of what future leaders should be equipped with. Leadership is the main domain supported by 4 others. Each domain consists of several sub-domains. Based on the assessment, the talent then will be categorized into three levels of competency; TGP Level 1, 2 and 3. The type and path of training is tailored to the individual based partly on the talent s level of competency. The 5 domains are as illustrated below. Communication & Relationship Collaboration Communication and Presentation skills Interpersonal Skill Negotiation Skill Networking Ability Professional Values Involvement in Quality Improvement Professional Development Leadership Achievement Orientation Change Leadership Creative and Innovation Self Confidence Team Leadership Proactiveness Organisational Governance Financial Skills Human Resource Management Organisational Awareness Process Management Personal Values Ability to cope with stress ICT Friendliness Personality Figure 1: Competency domains in TGP TGP Institute for Health Management, MOH Malaysia Page 19

20 PROCESS OF TALENT GROOMING PROGRAMME The process flow of this programme involving five major steps, as shown in Figure 2: Step 1: Talent Identification Step 2: Selection and Categorisation Step 3: Training and Professional Development Step 4: Assessment and Evaluation Step 5: Talent Registry 4.1 TALENT IDENTIFICATION Talent can be identified among technical healthcare professionals, from any organizational level of the MOH. It should be part of the job function of the Head of Department to identify talents and potential leaders within their department. Talent may also be identified by others in the course of interaction during meetings, courses, seminars, workshops and conferences. Talents to be proposed for programme: should be technical healthcare professionals are motivated individuals. has leadership qualities. On top of the above mechanism, healthcare professionals who fulfill the above criteria can apply to join the programme when advertised (self-application). TGP Institute for Health Management, MOH Malaysia Page 20

21 Identification Selection and Categorization NO EXIT YES Training and Professional Development Assessment & Evaluation NO EXIT YES Talented Technical Healthcare Professionals Link to Career Path Figure 2: Framework of TGP for Technical Healthcare Professionals TGP Institute for Health Management, MOH Malaysia Page 21

22 4.1.1 Application Process The application form can be accessed online and downloaded through the IHM website ( ) The completed form with current year CPD log book and latest Curriculum Vitae (CV) is required to complete the application. The complete documents of eligible candidates will be forwarded for panel review. Successful applicants will be informed by the Secretariat. Applicants who did not receive any response from the Secretariat within three months of application should consider their application unsuccessful. New application can be considered by the unsuccessful applicants after six month of the letter Proposers and Referees These are among technical healthcare professionals who have knowledge of the applicant s personality and/or his ability. Applicant is required to suggest two proposers or referees together with application form Competency Assessment and Personality Assessment Once the application being accepted by the secretariat, the applicants will be informed. Following which applicants is required to carry out personality assessment (provided by Department of Civil Service) and competency assessment, which will be provided by the secretariat through . Failing which, the applicants would not be considered for the next step of selection process. TGP Institute for Health Management, MOH Malaysia Page 22

23 4.2 TALENT SELECTION AND CATEGORIZATION Talent selection will be carried out through assessment by panel based on selection criteria and values. Various tools will be used for the selection based on few criteria. Among those are: Outstanding personal achievement. Social-spirited and visionary. Confirmed as public service employee. Average Laporan Nilaian Prestasi Tahunan (LNPT) for 3 consecutive years must be above 90%. More than 50 CPD points in previous year; with at least 10 points from section A5, A6, A11, B1 or B2 (or combination of these sections). Involvement in other committees and volunteer works Recommendation from proposers/referees. Free from any disciplinary issues. The detail of selection process is shown in Figure Personality Assessment A tool for personality assessment which is available online, provided and utilized by Department of Civil Service (Bahagian Pengurusan Psikologi Jabatan Perkhidmatan Awam (JPA) will be used in the evaluation of candidates Competency Assessment Based on the analysis of this assessment, the talent will be categorised into TGP Level 1, 2 and 3. Assessment panel will discuss and determine the TGP level of the level towards preparation for training and professional development of the talent. TGP Institute for Health Management, MOH Malaysia Page 23

24 NO YES Figure 3: Process of Talent Selection and Categorization TGP Institute for Health Management, MOH Malaysia Page 24

25 4.3 TRAINING AND PROFESSIONAL DEVELOPMENT Training and Professional Development of the selected talent will depend on their identified TGP level. The proposed training and professional development plan for the talent is as outlined: TGP Level 1: personal and professional development at the departmental level, field experience and hands-on training. (focus on self-confidence and self-development). TGP Level 2 and 3: plan and customized to the group of talent (module based on level of competency). Method: Training can be formal and informal. Usually, as talent advances, he will be involved more in informal training. Facilitator(s)/supervisor (s) will be assigned for each talent based on competency level. However, talents are expected to be more independent through self-development approach. Incorporate with existing structure of training modules offered by training institutes within Ministry of Health and outside MOH (nationally or internationally). Attachment (cross-fertilization) to the identified institution/ organization for the need of exposure. This might involve compulsory attachment at all level (clinics/ hospitals/ district/ state/ national). 4.4 ASSESSMENT AND EVALUATION Talent will be evaluated at regular intervals at least yearly basis, using; Competency Assessment Tool Laporan Nilaian Prestasi Tahunan (LNPT) Continuous Professional Development CPD Point Panel Evaluation TGP Institute for Health Management, MOH Malaysia Page 25

26 4.5 TGP REGISTRY AND DATABASE The secretariat will maintain a registry of talents in the TGP. TGP registry will be supported by available system. However, the web-based application can be considered in long-term plan to assist the talent, facilitator/supervisor, panel, secretariat and top management using the same system that can generate performance reports of each talent. 4.6 TIME FRAME There is no specific time frame for the proposed training and professional development of each talent since the training will be customized according to their competencies and performance throughout the programme. TGP Institute for Health Management, MOH Malaysia Page 26

27 References: 1. Rothwell W (2008). The Nuts and Bolts of Succession Planning. Dale Carnegie Training, NY, p Lockwood NR (2006). Talent Management: Drivers for Organizational Success. Society for Human Resource Management, Alexendria, p Khatri P, Gupta S, Gulati K, Chauhan S (2010). Talent Management in HR. Journal of Management and Strategy, 1:1, p Collings DG & Mellahi K (2009). Strategic Talent Management: A Review and Research Agenda, Human Resource Management Review,19:4, p Jeffrey B (2008). Practitioner Guide: How to Create a Talent Management that Reflects Diversity. 6. SHL Group (2008). Guideline for Best Practice in Integrated Talent Management. 7. Born M & Heers M (2009). Talent Management: Alternatives to the Single Ladder Approach. Faculty Report, Copenhagen, p Iles P, Chuai X, Preece D (2009). Talent Management and HRM in Multinational Companies in Beijing: Definitions, Differences and Drivers. Journal of World Business,4:12, p Integrated Talent Management: Optimising the Employee Life Cycle (2008). Retrieved from Lewis RE & Heckmann RJ (2006). Talent Management: A Critical Review. Human Resource Development Review,16,p Wilson MS, Van Valsor E, Chandrasekar A, Criswell C (2011). Grooming Top Leaders: Cultural Perspective From China, India, Singapore and the United States, Centre for Creative Leadership, p1-27. TGP Institute for Health Management, MOH Malaysia Page 27

28 12. American College of Healthcare Executives (2014). Competencies Assessment Tools p National Center Healthcare Leadership (2006). Health Leadership Competency Model. p Succession Management Practice Survey Report (2000). Retrieved from Syed Jamal SAN, Roshidin H, Roslani E, Abdul Khabir R (2012). Managing Talent in Two Leading Companies in Malaysia, International Conference on Technology and Management, p TGP Institute for Health Management, MOH Malaysia Page 28

29 ACKNOWLEDGEMENT Y.Bhg Dato Dr. Maimunah A. Hamid Y.Bhg Dato Dr. Hj. Zamyn Zuki Mohd Zuki Dr. Hj. Tahir Aris Dr. Hirman Ismail Dr. Nor Aishah Abu Bakar Dr. Norliza Mohamed Dr. Feisul Idzwan Mustafa Dr. Nik Rubiah Nik Abd Rashid Puan Nurul Fajar Mohd Jamid Dr. Ho Bee Kiau Dr. Iskandar Firzada Osman Dr. Jamaiyah Haniff Dr. Ghazali Chik Dr. Faizul Nizam Abd Salim Y.Bhg Dato Dr. Fadzillah Kamaludin Y.Bhg Datin Dr. Hajjah Noriah Bidin Dr. Seet Wymen Dr. Azni Yusliza Yusoff Dr. Azahadi Omar Dr. Siti Fatimah Mat Hussin Dr. Vinoth Viknesh a/l Muthusamy Dr. Murali a/l Govindasamy Dr. Nadiah Ahmad Fuad Dr. Kishwen Kanna Yoga Ratnam En. Mohd Idris Omar Matron Chandramathy a/p Kandasamy Puan Siti Salwa Hasbullah En. Sivaganasan a/l Ramalingan TGP Institute for Health Management, MOH Malaysia Page 29