The development and evaluation of a succession planning programme in nursing, in Australia

Size: px
Start display at page:

Download "The development and evaluation of a succession planning programme in nursing, in Australia"

Transcription

1 Journal of Nursing Management, 2009, 17, The development and evaluation of a succession planning programme in nursing, in Australia SCOTT BRUNERO RN, Dip AppSc BHSc, M Nurs (nurs prac) 1, SUZIE KERR RN, GDSE, Grad Dip in Sc in Med 2 and GRAZYNA JASTRZAB RN, MNEd 3 1 Clinical Nurse Consultant, Liaison Mental Health Nursing, 2 Clinical Nurse Manager and 3 Clinical Nurse Consultant, Pain Management, Prince of Wales Hospital, Sydney, New South Wales, Australia Correspondence Scott Brunero Prince of Wales Hospital EBB, NERU, rm 7 High st Randwick Sydney 2031 New South Wales Australia Scott.Brunero@sesiahs.health. nsw.gov.au BRUNERO S., KERR S. & JASTRZAB G. (2009) Journal of Nursing Management 17, The development and evaluation of a succession planning programme in nursing, in Australia Aim This study reports on a locally organized model of succession planning in a 550-bed general hospital. Background Within healthcare, succession planning has traditionally been considered for people at the executive director level and little research has been published with nurses working at the clinical level. Method A succession planning model was developed from the literature and through a process of consultation with senior staff. The model was then evaluated from a customer satisfaction, programme progress, effective placement and organizational results perspectives. Nurses who were successful in obtaining a new role were surveyed after 6 weeks in the position. Descriptive statistics, including numbers of placements and types of positions filled, were recorded. A checklist for conducting a programme evaluation of succession planning was also used. Results Twenty-five nurses participated, with 31 positions succeeded to. Nurses reported positively that the programme was beneficial, increased their sense of career planning and gave them a greater understanding of their career pathway. Conclusions The succession planning programme provided an opportunity for the organization to identify new leaders. The study outcomes have identified potential improvements to the way succession planning is conducted at the hospital. Implications for nursing management Nurse Managers are in key positions to develop effective succession planning models. This study offers a process for managers to develop effective succession planning programmes within their organization. Keywords: leadership, management, organization, succession planning Accepted for publication: 18 December 2008 Introduction A key element of developing a workforce includes the notion of succession planning (Conger & Fulmer 2003). Hospitals are able to forecast budgets, develop new initiatives or modify existing strategies, but often fail to plan for the human resource side of service planning (Maxwell 2004). There is a need for a more formalized approach to succession planning in nursing, as the average age of nurses increases and growing demand for nursing services rise. Effort needs to be placed into the development of new leaders, to meet the demands for DOI: /j x 576 ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd

2 Succession planning nursing in the future (Duffield & Franks 2001, Fruth 2003, Davidson et al. 2006, Sherrod 2006). Succession planning has been described as a process by which one or more successors are identified for key positions (or groups of similar key positions), and career moves where development activities are planned for these successors. Successors may be ready to do the job (short-term successors) or seen as having longerterm potential (long-term successors) (Hirsh 2000, Blouin et al. 2006). Succession planning is more succinctly defined by Poteet (1987) as Ôa strategy for identifying current and future leadership and managerial needsõ (p. 342). Smeltzer (2002) argues that succession planning should be seen in a broad sense as preparing individuals for future roles, not just for replacing positions within the organization. The process can align staff and managers with the organizationõs strategic directions. It can also identify the people who can meet the demand of the organization after specific development of the skills and attributes required for advanced roles. Succession planning decreases recruitment and orientation costs, encourages a culture of staff ownership of their personal growth and can instill staff loyalty. A formal succession planning programme within a hospital can demonstrate a clear organizational commitment to career development and professional advancement. Having successors ready to fill key staff vacancies can ensure continuity of service and enhance organizational stability. Ensuring a steady supply of people with the right skills, knowledge and attitudes is required by large organizations to maintain the high levels of service demanded by health service users (Bolton & Roy 2004, McConnell 2006, Wolf et al. 2006). Literature review Various models and approaches have been taken of succession planning (Rothwell 2001, Soares 2002, Bolton & Roy 2004, Beyers 2006, Goudreau & Hardy 2006). There is a substantive amount of literature in the corporate sector, but within nursing the succession planning literature is scarce (Bolton & Roy 2004, Sherrod 2006, Weiss & Drake 2007). The nursing literature contains descriptions of how to develop organization specific programmes, but there were no formal evaluative papers of succession planning programmes found in this review. Redman (2006) in North America reports and describes the key elements of succession planning. Redman (2006) highlights the need for support from the senior administrative level, assessment of linchpin positions, assessment of individuals in terms of their leadership abilities, gap analysis of current talent pool, design and implementation of a leadership programme, and the periodic evaluation of the succession planning process. Bolton and Roy (2004) outline five key components of succession planning: identifying key positions; identifying potential candidates; developing potential candidates; appointing successors; and committing resources. Bolton and Roy (2004) note that some organizations approach succession planning in a secretive closed fashion with positions being targeted which are only known to a few. They support a more open process which proposes that all nurses are continually supported to enhance the skills and knowledge to promote advancement in their careers. Beyers (2006) interviewed senior nurse executives in North America to determine how succession planning was being practiced at five different hospital settings. Beyers (2006) concluded from the interviews that succession planning is a complex process and needs to be individualized to the context of particular organizations. Beyers (2006) noted its application in healthcare is largely driven by staff turnover, the realization that commitment and loyalty are valuable assets in an organization. Cadmus (2002) supports the view that succession planning needs to start with senior management support requiring engagement and commitment from all members of staff. Cadmus (2006) adds that partnerships with human resources departments and nursing education departments can add to the success of succession planning programmes. Blouin et al. (2006) and Davidson et al. (2006) both outline the importance of leadership development in nursing. The developing of leadership in succession planning sits well within Bolton and RoyÕs (2004) domain of developing potential candidates in succession planning. While knowledge and skill development is essential for someone to take on a new role, the broader concept of leadership development has recently attracted more attention in the nursing research literature. Blouin et al. (2006) describes a leadership development programme as a strategy for effective succession planning. In a process of leadership development, all staff in leadership roles were ranked according to their developmental needs. Blouin et al. (2006) argues that highlighting strong and weak leadership styles has raised the expectations of leaders and thus their commitment to leadership excellence. Davidson et al. (2006) reports barriers to clinical leadership as organizational structures that preclude nurses ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

3 S. Brunero et al. from clinical decision-making, shortage of nurses, absence of well-evaluated models of care and employment of less-skilled clinicians. Leadership development is regarded as a process of facilitating people for career moves, through individualized development programmes (Goudreau & Hardy 2006). Succession planning is seen as a broad arching process that needs to be individualized for organizations and embedded as part of the organizational structure. At the study site, the initial concept was drawn from a wider effort to improve the nursing culture, using practice development models (McCormak et al. 2004). Aim There were two aims to this pilot study; first to develop a locally defined succession planning model and second, to evaluate the outcomes of this model. Method The study occurred in 2006 at a large (550 bed) metropolitan tertiary referral teaching hospital. Ethics approval was sought and received by the South Eastern Sydney Illawarra Area Health Service (Northern Sector). First, the succession planning model was developed from the literature and a process of consultation with senior staff. After implementation the model was then evaluated using approaches suggested by Rothwell (2001). Development of local model of succession planning A developmental process of literature review, steering committee, consultation and critical review was undertaken to prepare the project for trial (Bower 2000, Husting & Alderman 2001, Rothwell 2001, Bolton & Roy 2004). Expressions of interest for nurses to attend a group to discuss succession planning were distributed via to nurses at the study site. A series of three separate discussion groups were held, each containing between 6 and 10 ward-based nursing staff. Adapted from focus group methodologies proposed by Ruff et al. (2005) and Krueger (2006) the following two focused questions were put to the groups: How is succession planning currently conducted at the hospital? What would be the barriers in developing a formal succession plan programme? Two facilitators conducted the groups (first and second authors): one facilitator acted as the discussion facilitator and the other kept notes on the groupõs responses, which were then reiterated back to the group at the end of each session. The project team then met and a content analysis of the data from each discussion group was conducted. The following issues surrounding succession planning were identified: currently there is no formal structure or process; there maybe be financial implications; a programme/process needs to be developed across the hospital; knowledge and skills of staff need to be developed; an evaluation process of succession planning needed to occur. Early in 2005, a hospital-wide steering committee was formed to develop a strategy for implementing succession planning. The committee comprised of a broad range of nursing managers and senior clinical staff. A literature review was undertaken searching, CINAHL, Medline, and human resources databases for papers on succession planning particularly in the health care sector. Informal contacts with other health services were made to identify any succession planning models currently in use. An operational definition of succession planning for this project was developed from the literature and the consultation process and noted as; ÔShort term successors the opportunity to relieve in a senior managerial or clinical nursing position for planned leave reliefõ. What differs from simple leave replacement to succession planning is the development of the individual for the role. Our study process allowed applicants to have the opportunity to undertake training and professional development in preparation for working in the relief position. The steering committee then developed a project proposal. This proposal contained an overview of succession planning principles, key steps in succession planning and a flowchart for individual nursing departments to follow when commencing succession planning (see Figure 1). Two pilot sites were identified, clinical programme one (acute services; e.g. cardiac and intensive care units) and clinical programme two (anaesthetics and surgery services). A series of monthly meetings were held with senior nurses from each clinical programme. Potential positions for succession were identified: Clinical Nurse Manager (CNM), Nurse Unit Manager (NUM), Clinical Nurse Consultants (CNC), Nurse Educator (NE) and Clinical Nurse Educator (CNE), of all the respective clinical specialties. An expression of interest 578 ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

4 Succession planning Expression of interest advertised Applicant submit expression of interest Program acknowledge receipt of expression of interest Applications distributed amongst working party Interviews conducted by working party & organise interview within 6 weeks Feedback given Candidates put on list in preparation for role Objectives set for candidates Figure 1 Succession planning process. Individual succession plan developed Resubmit expression of interest next round document was created which allowed nurses the ability to see what positions were available. A professional practice development booklet was created for individual staff to identify learning competencies to be able to undertake the relevant roles. The CNM learning competencies included: advanced leadership ability, bed management principles, human resource management, financial management, organizational and advanced problem-solving skills and decision-making skills. The NUM learning competencies included: patient access, staff and human resources management, financial management, patient safety and improvement, occupational health and safety and leadership. The CNC learning competencies included: quality improvement, evaluation and research, education, clinical leadership, clinical services planning, essential skills and clinical consultancy. The NE and CNE learning competencies included: continuum of care, leadership and management, human resources management, information management and safe practice and environment. A range of opportunities such as coaching, mentoring and clinical supervision workshops that already existed in the healthcare service were highlighted as opportunities for nurses to gain the necessary skills and confidence to undertake their new roles (Brunero & Stein-Parbury 2007, Yu et al. 2008). Through these reflective processes individuals identified gaps in their competency levels. A succession planning information session was held for all interested staff to attend. The session contained information and discussion on a range of issues, including an overview of the acute care programme, the professional nurse strategy for acute care, succession planning process, a review of senior roles and an open panel discussion for questions to be addressed to the presenters. The interview process for applicants contained a structured series of questions aimed at ascertaining the staff members understanding of the roles, their own professional goals and provided learning and feedback opportunity. In the expression of interest add, ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

5 S. Brunero et al. applicants were asked to supply a curriculum vitae and cover letter. Designated time within the nursesõ working day was used for the nurse to participate in this nonclinical activity. Orientation handbooks for each of the specialty roles were formulated to assist new staff in the relieving position, with quick reference to critical information on the role. characteristic. This questionnaire was completed by the project team (n = 7) as an in-depth knowledge of the succession planning programme is required for its completion. Per cent in agreement to each statement was determined by adding the four (important) and five (very important) on the Likert scale and rounded to the nearest decile, which is shown in the results. Evaluation of the outcomes Rothwell (2001) suggests a four-part approach to succession planning evaluation: customer satisfaction, programme progress, effective placement and organizational results. A survey was developed to determine RothwellÕs (2001) customer satisfaction part of the evaluation model. All the nurses who were successful in obtaining a new role through the clinical programme were surveyed at 6 weeks post their start in the new role. Three questions with a yes, no and unsure answer and space for written comments were used. The questions were: Was the succession planning process beneficial to you? Has the professional development plan assisted in your career planning? Has this opportunity given you a better understanding of your potential career pathway? The yes and no answers were summarized using descriptive statistics and a content analysis was performed on the written comments. To assess the outcomes of placements, descriptive statistics including numbers of placements and types of positions filled were recorded. To gather data of the clinical programme progress and organizational results, the evaluation tool by Rothwell (2001) was used, entitled ÔA checklist for conducting a programme evaluation for the succession planning and management programmeõ (p. 284). This checklist contains 28 recommended characteristics of successful succession planning programmes. Each characteristic is rated a yes or no for the presence of the individual characteristic. If the characteristic was present it was given a rating on a one- to five-point Likert scale for the level of its importance in the programme (1 = not important to 5 = very important). A project team consisting of two clinical nurse consultants, three nursing unit mangers, a senior nurse manager and a nurse educator was formed. The project team first agreed on the presence of the characteristic in the studies succession planning programme then individually rated the importance of the Results Twenty-five nurses participated in the programme (of 44 applicants) some of who had the opportunity to relieve in a more than one senior role, during the study period. Over the study period, 19 Nursing Unit Manager positions were replaced, one Clinical Nurse Educator role, six Clinical Nurse Consultants and five Nurse Educator Roles (n = 31). There were 19 nurses who applied but were not interviewed, reasons for this include: maternity leave (n = 4), annual leave (n = 5), resignation from hospital (n = 3), withdrawal of application (n = 2) and other unknown reasons (n = 5). Completed questionnaires were returned from all participants (n = 25). Nurses answered the question ÔWas the succession planning process beneficial to you?õ with 20 saying yes, two answered no and three were unsure. Staff reported the interviewing experience as being valuable, the experience in the role giving them real time insight into the different roles and ability to set career goals and plan for the future. Participants reported the succession planning benefits as: ÔIt gave me experience and skill that I didnõt have previously, it helped me gain interview skillõ. ÔHelps with gaining interview skills, setting, objectives, and outcomes to achieve clearer career pathway to both me and managersõ. ÔHave been given the chance to gain experience in a senior positions, setting objectives that I wished to achieveõ. A negative comment was concerned with the amount of preparation time before entering into the role as stated: ÔWould have liked more information regarding requirements of the Clinical Nurse Consultant roleõ & I was unable to spend enough time learning what the role entailed before commencingõ. Participants were then asked: Has the professional development plan assisted in your career planning? Eighteen answered yes, five answered no and two were 580 ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

6 Succession planning unsure. Participants described the experience as a chance to build their strength and identify their weaknesses, and helping them to choose career directions such as clinical, managerial or educational. The following are examples of what participants reported: ÔIt is a chance to experience areas that I maybe interested in, and from their make a more informed choice about my career pathõ. ÔGives a guide to what you want to achieve and within a certain time frameõ. ÔIt made me experience an area of nursing that I never thought I would be interested, it helped me achieve my goals in a planned wayõ. ÔHas confirmed that I do not want the positionõ. The final questions asked: Has this opportunity given you a better understanding of your potential career pathway? Twenty answered yes, one said no and four were unsure. Most participants confirmed in themselves whether they were making the right choice of career path. Some said that they were sure that they would not take the career path they had the opportunity to experience. Participants reported: ÔI was torn between a clinical nurse educator role and management. This experience has defined the clinical educator role more to my likingõ. ÔIt also helped me identify my strengths and weaknesses, so I am more prepared to consider my potential career pathwayõ. ÔI would now be keen to apply for a permanent position as a nurse managerõ. The overall results of the programme evaluation checklist are shown in Table 1. Of the 28 recommended characteristics of succession planning by Rothwell (2001), three items were found not to be present. The items were: ÔEstablished incentives/rewards for identified successors in the succession planning programmeõ, ÔEstablished incentives/rewards for managers with identified successorsõ and ÔDeveloped a means to budget for a succession planning programmeõ. The succession planning programme was not attached to any specific funding and there was no financial reward systems built Table 1 Checklist for conducting a programme evaluation for the succession planning and management programme Characteristic of an effective programme Per cent in agreement (rounded to nearest decile) Tied the succession planning programme to organisational strategic plans 90 Tied the succession planning programme to individual programmes 100 Tied the succession planning to training programmes 90 Prepared a written programme purpose 90 Prepared written programme goals, to indicate what results the succession planning should achieve 90 Established measurable objectives (number of position replaced each year) 90 Identified what groups are to be serviced by the programme, in priority? 90 Established a written policy statement to guide the programme 70 Articulated a written philosophy about the programme 40 Established a programme action plan 70 Established a schedule of programme events based on the action plan 40 Fixed responsibility for organisational oversight of the programme 60 Fixed responsibility of each participant in the programme 100 Established incentives/rewards for identified successors in the succession planning programme Not present Established incentives/rewards for managers with identified successors Not present Developed a means to budget for a succession planning programme Not present Devised a means to keep records for individuals who are designated as successors 70 Created workshops to train management employees about the succession planning programme 100 Created workshops to train individuals about career planning 90 Established a means to clarify present position responsibilities 90 Established a means to clarify future position responsibilities 70 Established a means to appraise individual performance 70 Established a means to compare individual skills to the requirements of future position 100 Established a way to review organisational talent at least annually 100 Established a way to forecast future talent needs 90 Established a way to plan for meeting succession planning needs through individual developmental plans 40 Established a means to track individual activities to prepare successors for individual advancement 40 Established a means to evaluate the results of the succession planning programme 90 ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

7 S. Brunero et al. in for staff at the study site. The items rated with lower importance were concerned with the writing of an articulated philosophy, the schedule of events in an action plan, individual development plans and individual advancement. Whilst rated lower in this study the importance of a philosophy or vision statement may have helped succession planning continue beyond its pilot phase. The remaining items were rated as being important or very important. Discussion There were clear reported benefits to the organization; the opportunity for staff to experience different roles has subsequently enabled staff to take up more senior positions. The more formalized approach to succession planning gave the organization an opportunity to identify potential new leaders. It is recommended that succession planning be used for all levels of staff, not just chief executive officers as all staff need some level of replacement at some point in time (Redman 2006). Succession planning is recommended to be done before the need to replace arises (Cadmus 2002, Beyers 2006). At the study site, succession planning was considered before the need to replace arose but only with senior positions, future programmes should look at all levels of staff. Components of succession planning were developed and progress made towards a working model of succession planning. In terms of the first aim of the study, to develop a local succession planning model, what was achieved could be described as short-term succession planning which includes leave relief and opportunities to experience different roles as described by Blouin et al. (2006). Tracking an individualõs development needs (see Table 1) was rated low by the project team, probably because of a lack of an accurate or consistent monitoring system. Future programmes will need closer scrutiny as to the use of individual succession planning records and journals as methods of monitoring participantõs progress. The succession planning model was flexible enough to identify a range of senior to junior nurses to participate. The second aim of the study was to evaluate the outcomes of the succession planning model. Overall the results of the study were positive for both participants and the organization. Clearly participants found the opportunity to be acting in a more senior role challenging and it allowed direction in their thinking about their future career. Staff found the succession planning process an opportunity for interview practice, making decisions on career pathways (clinical or managerial), a learning opportunity to find out more about the organization and the different roles in the hospital. Study limitations Only successful candidates were canvassed for their feedback on the succession planning programme, this limits our findings, canvassing the staff that were unsuccessful may have enabled the authors to have a broader understanding of the succession planning programme. As the individual differences between succession planning programmes are dependent on organizations it is difficult to make comparisons from our results to others who have taken similar approach with this survey tool. Evaluative methods that attempt to determine the cost effectives and or cost savings that succession planning can bring a hospital need to be included in further studies. Recommendations and implications for nursing management The study has suggested potential further improvements that could be made to the individualized nature of succession planning at the hospital as suggested by Beyers (2006). These improvements have been broken down into two distinct models of succession planning, which is proposed to be trialled. Model one would be a centralized process for coordinating succession planning, involving the services of human resources, nursing workforce and or other senior roles with links to all nursing departments. Given the volume of work involved a dedicated project manager leading this work would be beneficial. Model two would originate from the senior staff member wanting a successor in their role to be responsible to coordinate the process within their own individual clinical stream. For example, a nurse consultant knowingly going on leave in 12 months time would be responsible to advertise, interview and develop a potential candidate. These models reflect the arguments put forward by Beyers (2006) that succession planning needs to be aligned with the individualõs organizational structures and goals. Developing stronger links with the human resources department would have added further to the success of succession planning at the study site which is also mentioned by Cadmus (2006). Systems which identify potential leaders and champions could occur through a performance management appraisal tool, or other method for identifying high achievers. This process may be seen as necessary for 582 ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

8 Succession planning people to move towards more formal succession planning. It is recommended that the professional practice plan, the interview process and the information session as previously mentioned be maintained as precursors for succession planning (Bolton & Roy 2004, Fine 2005, McConnell 2006). Conclusions The study describes the process and outcome of succession planning in a large tertiary referral metropolitan hospital. Nurse Managers are well placed within organizations to lead succession planning development. Using the results of the study, nurse managers should reflect on the developmental process undertaken in our study and the benefits of succession planning reported to stimulate local defined models of succession planning within their workplace. A foundation for future larger scale and more in-depth succession planning models has now been established. The study has been overall a positive learning experience, with benefits and gaps in the process being identified. Contributions SB, principal writer, literature review, methodology, results and discussion; SK, literature review, methodology, results and discussion; GJ, research methodology, editing, data analyst. References Beyers M. (2006) Nurse executives perspectives on succession planning. The Journal of Nursing Administration 36 (6), Blouin A., McDonagh K., Neistadt A. & Helfand B. (2006) Leading tomorrows healthcare orgainizations, strategies and tactics for effective succession planning. The Journal of Nursing Administration 36 (6), Bolton J. & Roy W. (2004) Succession planning. The Journal of Nursing Administration 34 (12), Bower F. (2000) Succession planning. A strategy for taking charge. Nursing Leadership Forum 4 (4), Brunero S. & Stein-Parbury J. (2007) The effectiveness of clinical supervision in nursing: an evidenced based literature review. Australian Journal of Advanced Nursing 25 (3), Cadmus E. (2002) Defining generations in succession planning: there are four! Seminars for Nurse Managers 10 (4), Cadmus E. (2006) Succession planning. The Journal of Nursing Administration 36 (6), Conger J. & Fulmer R. (2003) Leadership pipeline. Harvard Business Review December, Davidson P., Elliot D. & Daly J. (2006) Clinical leadership in contemporary clinical practice: implications for nursing in Australia. Journal of Nursing Management 14, Duffield C. & Franks H. (2001) The role and preparation of first line nurse managers in Australia where are we going and how did we get there? Journal of Nursing Management 9, Fine D. (2005) Commentaries on best practices in succession planning. Modern Healthcare 35, 49. Fruth R. (2003) Begin succession planning today. Nursing Management September, 12. Goudreau K. & Hardy J. (2006) Succession planning and individual development. The Journal of Nursing Administration 36 (6), Hirsh W. (2000) Succession Planning Demystified. Institute for Employment Studies, Brighton. Available at: employment-studies.co.uk/summary/summary.php?id=372, accessed 13 February Husting P. & Alderman M. (2001) Replacement ready. Nursing Management 32 (9), Krueger R. (2006) Is it a focus group? Tips on how to tell. Journal of Wound Ostomy Continence Nursing 33 (4), Maxwell M. (2004) Putting success into succession planning. Nursing Economics 22 (5), 285. McConnell C. (2006) Succession planning valuable process or pointless exercise. The Health Care Manager 25 (1), McCormak B., Manley K. & Garbett R. (2004) Practice Development in Nursing, 3rd edn, Blackwell, London. Poteet G. (1987) Succession planning in nursing administration. Journal of Pediatric Nursing 2 (5), Redman R. (2006) Leadership succession planning an evidencebased approach for managing the future. The Journal of Nursing Management 36 (6), Rothwell W. (2001) Effective Succession Planning, 2nd edn. American Management Association, New York, NY. Ruff C., Alexander I. & McKie C. (2005) The use of focus group methodology in health disparities research. Nursing Outlook 53 (3), Sherrod D. (2006) Succession planning. Nursing Management 64, Smeltzer C.H. (2002) Succession planning. Journal of Nursing Administration 32 (12), 615. Soares D. (2002) Developing a succession plan: the North Bronx Healthcare Network. Seminars for Nurse Managers 10 (4), Weiss L. & Drake A. (2007) Nursing leadership succession planning in Veterans Health Administration. Nursing Administration Quarterly 31 (1), Wolf G., Bradie J. & Greenhouse P. (2006) Investment in the future. The Journal of Nursing Administration 36 (6), Yu N., Collins C., Cavanagh M., White K. & Fairbrother G. (2008) Positive coaching with frontline managers: enhancing their effectiveness and understanding why. International Coaching Psychology Review 3 (2), ª 2009 The Authors. Journal compilation ª 2009 Blackwell Publishing Ltd, Journal of Nursing Management, 17,

Career Management. Succession Planning. Dr. Oyewole O. Sarumi

Career Management. Succession Planning. Dr. Oyewole O. Sarumi Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development

More information

Workforce Development Pathway 8 Supervision, Mentoring & Coaching

Workforce Development Pathway 8 Supervision, Mentoring & Coaching Workforce Development Pathway 8 Supervision, Mentoring & Coaching A recovery-oriented service allows the opportunity for staff to explore and learn directly from the wisdom and experience of others. What

More information

Talent Management Glossary

Talent Management Glossary Talent Management Glossary Employer Toolkit February 2013 0 About Asset Skills Asset Skills is one of 21 Sector Skills Councils (SSCs) that have been established to tackle skills needs and support improvements

More information

Succession Planning Policy and Procedure

Succession Planning Policy and Procedure Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy

More information

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans

Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans

More information

Blue Care Graduate Nurse Program. Application Package

Blue Care Graduate Nurse Program. Application Package Blue Care Graduate Nurse Program Application Package Contents Graduate Nurse Program Framework...2 Submitting an Application...3 Eligibility Criteria...3 Selection Process...3 Frequently Asked Questions...4-7

More information

POLICY NO. 12 EMPLOYMENT OF CHILD CARE PROFESSIONALS POLICY

POLICY NO. 12 EMPLOYMENT OF CHILD CARE PROFESSIONALS POLICY POLICY NO. 12 EMPLOYMENT OF CHILD CARE PROFESSIONALS POLICY Source Material. Education and Care Services National Act 2010 Education and Care Services National Regulations 2011 Reg.168 (2) (i) National

More information

Guide on Developing a HRM Plan

Guide on Developing a HRM Plan Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in

More information

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum

Ontario Leadership Strategy. Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Ontario Leadership Strategy Leadership Succession Planning and Talent Development Ministry Expectations and Implementation Continuum Contents 1. Purpose 2. Why Succession Planning and Talent Development?

More information

HR Corporate Objectives and Strategy Action Plan January 2013

HR Corporate Objectives and Strategy Action Plan January 2013 Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward

More information

Position Paper. Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector

Position Paper. Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector Position Paper Minimum ATOD Qualifications and Skills for The Alcohol, Tobacco & other Drugs Sector September 2013 Alcohol, Tobacco and other Drugs Council Tas Inc. (ATDC) Phone: 03 6231 5002 Fax: 03 6231

More information

2015 2016 master s courses fashion & law

2015 2016 master s courses fashion & law 2015 2016 master s courses fashion & law postgraduate programmes master s course fashion & law 02 Brief Overview Brief Descriptive Summary These Master s courses admit students with prior knowledge in

More information

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited

Investors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number

More information

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland

More information

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet

Applies from 1 April 2007 Revised April 2008. Core Competence Framework Guidance booklet Applies from 1 April 2007 Revised April 2008 Core Competence Framework Guidance booklet - Core Competence Framework - Core Competence Framework Core Competence Framework Foreword Introduction to competences

More information

Blue Care Graduate Nurse Program

Blue Care Graduate Nurse Program Blue Care Graduate Nurse Program Application Guide 2016 Contents Graduate Nurse Program Framework...3 Eligibility Criteria...3 Submitting an Application...4 Selection Process...4 Frequently Asked Questions...5-7

More information

Introducing clinical supervision across Western Australian public mental health services

Introducing clinical supervision across Western Australian public mental health services International Journal of Mental Health Nursing (2010) 19, 287 293 doi: 10.1111/j.1447-0349.2010.00675.x Feature Article_675 287..293 Introducing clinical supervision across Western Australian public mental

More information

2015 2016 master s courses fashion & luxury brand management

2015 2016 master s courses fashion & luxury brand management 2015 2016 master s courses fashion & luxury brand management postgraduate programmes master s course fashion & luxury brand management 02 Brief Overview Brief Descriptive Summary These Master s courses

More information

Issues in Rural Nursing: A Victorian Perspective

Issues in Rural Nursing: A Victorian Perspective Issues in Rural Nursing: A Victorian Perspective Angela Bradley, Ralph McLean 5th National Rural Health Conference Adelaide, South Australia, 14-17th March 1999 Proceedings Angela Bradley Issues in Rural

More information

Career Development Policy

Career Development Policy 1 Career Development Policy POLICY RECORD DETAILS DATE AGREED: 24th September 2010 VERSION No. POLICY OWNER: ORGANISATION DEVELOPMENT MANAGER JOB TITLE Dept / Directorate HUMAN RESOURCES CONTRIBUTORS:

More information

AN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY

AN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY AN EMPLOYER S GUIDE TO EMPLOYING SOMEONE WITH DISABILITY Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The

More information

WORKFORCE AND SUCCESSION PLANNING

WORKFORCE AND SUCCESSION PLANNING 2012 WORKFORCE AND SUCCESSION PLANNING Toolkit to Identify and Address Strategic Talent Gaps Workforce Management Office NOAA 1/1/2012 Table of contents Introduction... 3 Workforce Planning... 3 Step 1:

More information

TALENT MANAGEMENT AND SUCCESSION PLANNING

TALENT MANAGEMENT AND SUCCESSION PLANNING White Paper TALENT MANAGEMENT AND SUCCESSION PLANNING The CEO s and Chairman s role in talent management and succession planning is huge it should never be just a function of HR, because this is a top-down

More information

AN EmplOyER S guide to EmplOyINg SOmEONE WIth DISAbIlIty Introduction

AN EmplOyER S guide to EmplOyINg SOmEONE WIth DISAbIlIty Introduction An employer s guide to employing someone Introduction Australia s workforce is constantly changing to prepare for, and respond to, our future economic, environmental and social goals. Increasingly, employers

More information

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework

UNITED NATIONS OFFICE FOR PROJECT SERVICES. ORGANIZATIONAL DIRECTIVE No. 39. Talent Management Framework (ll) UNOPS UNITED NATIONS OFFICE FOR PROJECT SERVICES Headquarters, Copenhagen 30 December 2011 ORGANIZATIONAL DIRECTIVE No. 39 Talent Management Framework I. In line with UNOPS HR Strategy "Putting people

More information

An employer s guide to employing someone with disability

An employer s guide to employing someone with disability An employer s guide to employing someone Introduction Australia s workforce is constantly changing to prepare for, and respond to our future economic, environmental and social goals. The population is

More information

2015 2016 master s courses fashion promotion, communication & media

2015 2016 master s courses fashion promotion, communication & media 2015 2016 master s courses fashion promotion, communication & media postgraduate programmes master s course fashion promotion, communication & media 02 Brief Overview Brief Descriptive Summary These Master

More information

Academic Board Review Response to Recommendations

Academic Board Review Response to Recommendations Sydney Nursing School Academic Board Review Response to Recommendations Review completed August 2009, Final report January 2010, Response to Recommendations March 2010 In response to the recommendations

More information

2014 2015 master s courses fashion photography

2014 2015 master s courses fashion photography 2014 2015 master s courses fashion photography postgraduate programmes master s course fashion photography 02 Brief Overview Brief Descriptive Summary These Master s courses admit students with prior knowledge

More information

Learning & Development Strategic Plan

Learning & Development Strategic Plan Learning & Development Strategic Plan 2006 Preamble The Business Model Review of the Department of Corrective Services in 2004 identified that: Continuous workforce improvement through structured initial

More information

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders

The Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leader s Edge How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leaders Edge research study completed in February, 2004 demonstrates the need for companies

More information

34 Talent Management. Key concepts and terms. Learning outcomes. Talent management Talent relationship management. Talent pool War for talent

34 Talent Management. Key concepts and terms. Learning outcomes. Talent management Talent relationship management. Talent pool War for talent 579 34 Talent Management Key concepts and terms Talent management Talent relationship management Talent pool War for talent Learning outcomes On completing this chapter you should be able to define these

More information

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What

More information

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference

Career Development and Succession Planning. Changing Landscape of HR 2012 Conference Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.

More information

Accreditation under the Health Practitioner Regulation National Law Act 1 (the National Law)

Accreditation under the Health Practitioner Regulation National Law Act 1 (the National Law) Accreditation under the Health Practitioner Regulation National Law Act 1 (the National Law) This paper which has been developed by accreditation authorities, national boards and the Australian Health

More information

MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT

MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT MASTER S COURSES FASHION & LUXURY BRAND MANAGEMENT postgraduate programmes master s course fashion & luxury brand management 02 Brief Descriptive Summary Over the past 80 years Istituto Marangoni has grown

More information

SUCCESSION PLANNING. Susan A. Henry May 2012

SUCCESSION PLANNING. Susan A. Henry May 2012 SUCCESSION PLANNING Susan A. Henry May 2012 Introductions Who we are What are your expectations for the day Naming of a Scribe for the Day Workshop Objectives To understand your role in succession planning.

More information

SUCCESSION PLANNING AND MANAGEMENT GUIDE

SUCCESSION PLANNING AND MANAGEMENT GUIDE SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland

More information

Faculty of Education, Health and Sciences. PROGRAMME SPECIFICATION BA Applied Social Work. Valid from September 2012. www.derby.ac.

Faculty of Education, Health and Sciences. PROGRAMME SPECIFICATION BA Applied Social Work. Valid from September 2012. www.derby.ac. Faculty of Education, Health and Sciences PROGRAMME SPECIFICATION BA Applied Social Work Valid from September 2012 www.derby.ac.uk/ehs CONTENTS SECTION ONE: GENERAL INFORMATION... 1 SECTION TWO: OVERVIEW

More information

Recruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed?

Recruitment and retention strategy Safeguarding and Social Care Division. What is the recruitment and retention strategy? 2. How was it developed? Contents What is the recruitment and retention strategy? 2 How was it developed? 2 Newcastle story where were we? 2 Newcastle story where are we now? 3 Grow your own scheme 4 Progression 4 NQSW support

More information

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014

Progress on the System Sustainability Programme. Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Agenda Item: 9.1 Subject: Presented by: Progress on the System Sustainability Programme Dr Sue Crossman, Chief Officer Submitted to: NHS West Norfolk CCG Governing Body, 31 July 2014 Purpose of Paper:

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

Workforce report September 2015

Workforce report September 2015 Workforce report September 2015 Trust Board Meeting Item: 10 25 th November 2015 Enclosure: F Purpose of the Report: This report provides an update in respect of performance against agreed workforce targets

More information

INSPIRING THE FUTURE OF MENTAL HEALTH AND ADDICTIONS IN NEW ZEALAND: The Blueprint Executive Leadership and Management Programmes

INSPIRING THE FUTURE OF MENTAL HEALTH AND ADDICTIONS IN NEW ZEALAND: The Blueprint Executive Leadership and Management Programmes INSPIRING THE FUTURE OF MENTAL HEALTH AND ADDICTIONS IN NEW ZEALAND: The Blueprint Executive Leadership and Management Programmes Sally Pitts-Brown, Chief Executive Officer, Blueprint Centre for Learning,

More information

Human Resources and Training update

Human Resources and Training update 4 November 2014 Performance and Resources Board 11 To consider Human Resources and Training update Issue 1 This report provides an update on policy developments relating to Human Resources and Training.

More information

METROPOLITAN PLACEMENT

METROPOLITAN PLACEMENT Australian College of Health Service Executives Management Residency Program Position Description 2009 METROPOLITAN PLACEMENT PART ONE 1. Management Residency Program 1.0 Background 1.1 Introduction 1.2

More information

Training, Learning and Development Policy 4.0

Training, Learning and Development Policy 4.0 Training, Learning and Development Policy 4.0 Overview/Introduction NBN Co is committed to building a high-performance culture that encourages staff to enhance skills that not only meet the current needs

More information

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY

DIRECTOR OF PEOPLE & ORGINAISATIONAL DEVELOPMENT NICK MERNOCK EMPLOYEE SUCCESSION PLANNING STRATEGY AGENDA ITEM: REPORT TO: POLICY & FINANCE COMMITTEE DATE: 19 TH OCTOBER, 2006 REPORT NO. REPORTING OFFICER: CONTACT OFFICER: OFFICERS CONSULTED: SUBJECT: CFO/193/06 CHIEF FIRE OFFICER DIRECTOR OF PEOPLE

More information

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014

Rehabilitation Network Strategy 2014 2017. Final Version 30 th June 2014 Rehabilitation Network Strategy 2014 2017 Final Version 30 th June 2014 Contents Foreword 3 Introduction Our Strategy 4 Overview of the Cheshire and Merseyside Rehabilitation Network 6 Analysis of our

More information

Graduate nurse and midwife recruitment prospectus for 2016. August 2015

Graduate nurse and midwife recruitment prospectus for 2016. August 2015 Graduate nurse and midwife recruitment prospectus for 2016 August 2015 Graduate nurse and midwife recruitment prospectus for 2016 Published by the State of Queensland (Queensland Health), August 2015 This

More information

MPS TALENT MANAGEMENT FRAMEWORK

MPS TALENT MANAGEMENT FRAMEWORK Appendix 1 MPS TALENT MANAGEMENT FRAMEWORK Introduction Talent management has been identified as an increasingly important strategic challenge for the Metropolitan Police Service (MPS). Looking across

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

VET in Schools good practice models John Forrest Secondary College

VET in Schools good practice models John Forrest Secondary College John Forrest Secondary College John Forrest Secondary College is a co-educational independent public school in Morley. Established in 1961, the college s vision is to provide a supportive learning community

More information

Candidate name: Assessor name:

Candidate name: Assessor name: Candidate name: Assessor name: 2014 RTO Advice Group Pty Ltd If you have any enquiries please contact us at info@eduworks.com.au or on 1300 676 870. Visit www.eduworks.com.au to view our product range.

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

EMERGING NURSE LEADER PROGRAM Program outline

EMERGING NURSE LEADER PROGRAM Program outline EMERGING NURSE LEADER PROGRAM Program outline 0 VISION ACN shaping tomorrow s nurse leaders. MISSION To support the recognition and development of leadership skills in early career nurses. OUTCOMES The

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE

HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE HOW TO PREPARE FOR THE SENIOR EXECUTIVE SERVICE A DEPARTMENT OF THE NAVY HANDBOOK Published in 2012 Deputy Assistant Secretary of the Navy (Civilian Human Resources) and the Executive Diversity Advisory

More information

An evaluation of the Victorian Secondary School Nursing Program Executive summary

An evaluation of the Victorian Secondary School Nursing Program Executive summary An evaluation of the Victorian Secondary School Nursing Program Executive summary State Government of Victoria Primary and Community Health Branch An evaluation of the Victorian Secondary School Nursing

More information

Organisational and Leadership Development at UWS

Organisational and Leadership Development at UWS Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a

More information

Developing HR Strategies in Public Administration Institutions Recruitment and Retention Strategies and Workforce Plans

Developing HR Strategies in Public Administration Institutions Recruitment and Retention Strategies and Workforce Plans Developing HR Strategies in Public Administration Institutions Recruitment and Retention Strategies and Workforce Plans 27th to 29th May 2014 and October 2014 Danilovgrad, Montenegro PROVISIONAL PROGRAMME

More information

How To Be A Successful Supervisor

How To Be A Successful Supervisor Quick Guide For Administrators Based on TIP 52 Clinical Supervision and Professional Development of the Substance Abuse Counselor Contents Why a Quick Guide?...2 What Is a TIP?...3 Benefits and Rationale...4

More information

12 MONTH MBA JUST 12 SUBJECTS DELIVERED OVER 12 MONTHS. At SITAL College of Tertiary Education (Trinidad and Tobago)

12 MONTH MBA JUST 12 SUBJECTS DELIVERED OVER 12 MONTHS. At SITAL College of Tertiary Education (Trinidad and Tobago) 12 MONTH MBA JUST 12 SUBJECTS DELIVERED OVER 12 MONTHS At SITAL College of Tertiary Education (Trinidad and Tobago) Adelaide Cairo Castries Chaguanas Chaguaramas Colombo Dublin Georgetown Ho Chi Minh Kuala

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

MANAGING & REWARDING EMPLOYEE S PERFORMANCE

MANAGING & REWARDING EMPLOYEE S PERFORMANCE 262 ABSTRACT MANAGING & REWARDING EMPLOYEE S PERFORMANCE S. SUBRAMANIAM* *Assistant Professor, Datta Meghe Institute of Management Studies, Rashtrasant Tukadoji Maharaj Nagpur University, SDMP Campus,

More information

Succession Planning & Management

Succession Planning & Management Succession Planning & Management ARL-ACRL Human Resources Symposium November 15, 2012 Washington, D.C. Pat Hawthorne Interim Chief Administrative Officer Emory University Libraries phawthorne@emory.edu

More information

Opportunities for All. Supporting all young people to participate in post-16 learning, training or work

Opportunities for All. Supporting all young people to participate in post-16 learning, training or work Opportunities for All Supporting all young people to participate in post-16 learning, training or work SUPPORTING IMPLEMENTATION Context The Scottish Government recognises the disproportionate impact that

More information

How To Write A Nursing Degree Course

How To Write A Nursing Degree Course SUBMISSION DATE: 4/07/2014 DRAFT Nurse Practitioner Accreditation Standards Australian College of Nursing (ACN) is pleased to provide feedback on the Australian Nursing and Midwifery Accreditation Council

More information

Activity Guide Innovation & Growth Nova Scotia Public Service Commission

Activity Guide Innovation & Growth Nova Scotia Public Service Commission TALENT MANAGEMENT Activity Guide This document is protected by copyright. The consent of the copyright owner must be obtained for reproduction. Innovation & Growth Nova Scotia Public Service Commission

More information

Career Management. Making It Work for Employees and Employers

Career Management. Making It Work for Employees and Employers Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,

More information

Consultant physiotherapist: a career goal achieved

Consultant physiotherapist: a career goal achieved Journal of the Association of Chartered Physiotherapists in Women s Health, Spring 2010, 106, 25 29 ACPWH CONFERENCE 2009 Consultant physiotherapist: a career goal achieved K. M. Vits Gynaecology Unit,

More information

NUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan

NUCLEAR REGULATORY COMMISSION COMPREHENSIVE. Diversity Management Plan U.S. NUCLEAR REGULATORY COMMISSION COMPREHENSIVE Diversity Management Plan Vision Statement: NRC is an agency where all employees are valued and have an equal chance to succeed, thereby increasing organizational

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

CERTIFIED MANAGER COURSE SUBJECT HANDBOOK. Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager

CERTIFIED MANAGER COURSE SUBJECT HANDBOOK. Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager COURSE SUBJECT HANDBOOK CUSTOMER SERVICE INSTITUTE OF AMERICA CERTIFIED CUSTOMER SERVICE MANAGER Nationally Accredited Level 1 Certificate and Advanced Certificate for Customer Service Manager contents

More information

Good practice Public Service Communications Unit Communications Function Review 2009

Good practice Public Service Communications Unit Communications Function Review 2009 Final text: 06/04/10 Good practice Public Service Unit Function Review 2009 Purpose The purpose of this paper is to outline recommendations on good practice communications unit models and guidelines for

More information

JOB DESCRIPTION. Clinical Nurse Manager 2 (CNM2) Staff Nurses, Health Care Assistants, Administration staff, Student Nurses and all hospital staff.

JOB DESCRIPTION. Clinical Nurse Manager 2 (CNM2) Staff Nurses, Health Care Assistants, Administration staff, Student Nurses and all hospital staff. Job Title: JOB DESCRIPTION Clinical Nurse Manager 2 (CNM2) Professionally accountable to: Key working relationships: Key Reporting relationship: Director of Nursing Clinical Nurse Managers, Medical Staff,

More information

Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching

Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching Academic Planning and Quality Assurance: The Management and Evaluation of Coursework Teaching Approved by: Academic Board on [DATE] Date of effect: [DATE] CONTENTS PAGES (1) Policy...2 (2) Preface...2

More information

Pre-employment Structured Clinical Interview (PESCI) Guidelines for Hospital and Health Services

Pre-employment Structured Clinical Interview (PESCI) Guidelines for Hospital and Health Services Pre-employment Structured Clinical Interview (PESCI) Guidelines for Hospital and Health Services Prepared by PESCI Coordinator Review date: January 2016 Table of Contents Introduction and background...

More information

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay)

Embedding our Values. Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Embedding our Values Claire London, Head of Workforce Development Jeremy Over, Head of Workforce (Medical & Pay) Making a Difference Together Here at UCLH we are clinically excellent, consistently in the

More information

Registered nurse professional practice in Queensland. Guidance for practitioners, employers and consumers

Registered nurse professional practice in Queensland. Guidance for practitioners, employers and consumers Registered nurse professional practice in Queensland Guidance for practitioners, employers and consumers December 2013 Registered nurse professional practice in Queensland Published by the State of Queensland

More information

INVESTORS IN PEOPLE REPORT

INVESTORS IN PEOPLE REPORT INVESTORS IN PEOPLE REPORT Guy's & St Thomas NHS Foundation Trust Presented by Kate Baker Investors in People Practitioner On behalf of Investors in People South of England November 2015 (14-04922) Introduction

More information

MANAGING THE EMPLOYEE LIFECYCLE

MANAGING THE EMPLOYEE LIFECYCLE MANAGING THE EMPLOYEE LIFECYCLE Current Position Jose Laurel Experience & Expertise 16 years experience in management, operations, marketing and international commerce Prior to G&A, served as country manager

More information

British Antarctic Survey Action Plan

British Antarctic Survey Action Plan The objectives and actions outlined below reflect the themes and issues identified by our Self Assessment Team (SAT). We have set targets, which are challenging yet realistic, given our starting point,

More information

Skills & Demand in Industry

Skills & Demand in Industry Engineering and Technology Skills & Demand in Industry Annual Survey www.theiet.org The Institution of Engineering and Technology As engineering and technology become increasingly interdisciplinary, global

More information

Public Service Commission. Government Sector Employment Act 2013

Public Service Commission. Government Sector Employment Act 2013 Public Service Commission Government Sector Employment Act 2013 Contents Foreword...3 The NSW government sector workforce: what is changing?...4 Key features of the GSE Act 2013...6 The government sector...

More information

Talent Management Essential Toolkit

Talent Management Essential Toolkit Talent Management Essential Toolkit Talent Management Essential Toolkit This presentation has been prepared to to provide the reader with an initial overview of five talent management tools that can assist

More information

Masters in Project Management. Evening and weekend degree programmes for career professionals

Masters in Project Management. Evening and weekend degree programmes for career professionals Masters in Project Management Evening and weekend degree programmes for career professionals www.qa.com/executiveeducation 0845 074 7967 executiveeducation @qa.com welcome In today s sophisticated business

More information

The relatively recent combination of

The relatively recent combination of Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

Management Research Series No 1/2003. Key findings. Management Development Practice in Australia

Management Research Series No 1/2003. Key findings. Management Development Practice in Australia Management Research Series No 1/2003 Key findings Management Development Practice in Australia A national study commissioned by the Australian Institute of Management 2002 About this series The Management

More information

Productivity Commission Education and Training Workforce: Early Childhood Development

Productivity Commission Education and Training Workforce: Early Childhood Development Productivity Commission Education and Training Workforce: Early Childhood Development Victorian Association of Maternal and Child Health Nurses Submission The Victorian Association of Maternal and Child

More information

Gippsland: The Prevocational Situation

Gippsland: The Prevocational Situation Gippsland: The Prevocational Situation Gippsland Medical Workforce Partnership G i p p s l a n d M e d i c a l W o r k f o r c e P a r t n e r s h i p 1 5 5 G u t h r i d g e P a r a d e S a l e, V i c

More information

A developmental framework for pharmacists progressing to advanced levels of practice

A developmental framework for pharmacists progressing to advanced levels of practice ACLF Advanced to Consultant level Framework A developmental framework for pharmacists progressing to advanced levels of practice Version 2009(a) CoDEG www.codeg.org ADVANCED AND CONSULTANT LEVEL COMPETENCY

More information

Successful Succession Planning

Successful Succession Planning Successful Succession Planning Do you have the skill set needed in your team? Geraldine Buckland HR Consulting, People Management 10 th July 2014 Disclaimer The seminar is of a general nature and is not

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

Understanding Agile Project Management

Understanding Agile Project Management Understanding Agile Project Management Author Melanie Franklin Director Agile Change Management Limited Overview This is the transcript of a webinar I recently delivered to explain in simple terms what

More information

Skills Gap Analysis. Employer Toolkit. February 2013

Skills Gap Analysis. Employer Toolkit. February 2013 Skills Gap Analysis Employer Toolkit February 2013 0 About Asset Skills Asset Skills is one of 21 Sector Skills Councils (SSCs) that have been established to tackle skills needs and support improvements

More information

JOB DESCRIPTION. 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial Teacher Education (ITE)

JOB DESCRIPTION. 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial Teacher Education (ITE) JOB DESCRIPTION 1. JOB TITLE: Senior Lecturer in Art Education 2. HRMS REFERENCE NUMBER: HR14486 3. ROLE CODE: FINSLTSR5 4. DEPARTMENT: Faculty of Education and Children s Services - Department of Initial

More information

Faculty of Health Disciplines of Nursing & Midwifery

Faculty of Health Disciplines of Nursing & Midwifery Faculty of Health Disciplines of Nursing & Midwifery Frequently Asked Questions Bachelor of Nursing What is the difference between a Nursing degree and Midwifery degree? Which should I do first? Nursing

More information

ACN Federal Budget Submission 2014-2015. Funding priorities. 1. A National Transition Framework for nurses

ACN Federal Budget Submission 2014-2015. Funding priorities. 1. A National Transition Framework for nurses ACN Federal Budget Submission 2014-2015 Funding priorities 1. A National Transition Framework for nurses Recommendation: That resources be provided for a National Transition Framework designed to support

More information