Board of Directors Meeting in Public: 15 May 2014

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1 Item No: 15 Board of Directors Meeting in Public: 15 May 2014 Report Title: Talent Management Executive/NED Lead: Director of HR and OD Report author(s) Sarah Shirtcliff and Rachel Jackson Approval Discussion Information Assurance Executive summary A localised talent mapping process was undertaken in June 2012, with poor feedback on process and execution. A re-launch was agreed and prepared early 2013 and delayed due to Keogh and other priorities. The Keogh action plan called for clinical leadership development. The executive team undertook a risk review of top leadership talent in August 2013 to ascertain immediate organisational risks relating to loss of key staff and development needs of key leaders A number of follow-up actions were agreed. Many of these were delayed or not followed up Generic observations at the time were: o Low bench-strength in terms of future leadership potential o Low level of flexibility few leaders we can move around easily o Several difficult performance conversation overdue o Relatively high ratio of candidates not employed (under temporary contract or secondment) or interim/acting up o Potential high impact of demotivating leadership behaviours o Need to repeat discussions at next level particularly in Clinical areas o Appetite for development discussions with Board Actions taken - all Executive Team nominated to Top Leaders programme, Divisional Directors signed up to UCL Senior Leaders programme and a number of band 6 post nominated to Mary Seacole programme. The actions above DO NOT constitute Talent Management since they did not involve robust performance data, clear outcomes for candidates or development discussions with candidates. There is appetite to refresh this work for 2014 Talent Management requires robust performance conversations and an assessment of aspirations and capacity to grow. It also requires available development and role options Proposed next steps: 1. Review proposals and agree a common understanding of talent management at board level and a set of realistic priorities given our current turnaround commitments and organisational capability to have difficult performance conversations. (see detailed paper for supporting information) 2. Create a risk-assessed implementation plan 3. Conduct an immediate risk assessment of top 35 leaders (clinical and non-clinical) against : a. Current Performance & Potential b. Risk of loss c. Impact of loss d. Succession options 4. Align bite-size development activity with appraisal outcomes to drive robust honest performance conversations, robust development plans and to identify talent for succession planning Report history (list relevant meetings and dates; and report version) Executive papers in 2012 and Summary of talent risk and actions forwarded to executive members in August 2013.

2 Link to Strategic Objectives (SO) Please tick SO1 SO2 SO3 SO4 SO5 SO6 Providing the best NHS care for our patients (Quality) Realising the potential of our workforce and being a great and safe place to work Exceeding all local and national targets for service delivery Achieve the best in NHS care at best value Become an exemplar hospital which supports and advises other healthcare providers both locally and nationally Achieving innovative and academic excellence by expanding the boundaries of healthcare Risk Implications for the Trust (including any clinical and financial consequences) A poorly executed talent management process can be a highly disengaging process for colleagues impacting morale performance and retention. If yes, insert the Datix reference number: Mitigating Actions (Controls) Effective leadership and commitment, training and resources to implement BAF CRR LRR Legal and regulatory implications (including links to CQC outcomes, Monitor, inspections, audits, etc) Financial Implications Resource implications to implement Equality and Diversity Acronyms used in the report TM Talent Management 2

3 Talent Management Background Information In June 2012 we started our journey with the launch of a talent mapping exercise which included all senior leaders and grades to band 7. The Trust designed an internal grid and set of definitions. Managers rated individuals without reference to performance data or aspirations and mapping data was communicated inappropriately or not at all. The feedback from this process was fed back to the executive team who acknowledged that it had been implemented poorly and had created a negative view of talent mapping. It was agreed that any re-launch be undertaken differently to achieve the right outcomes. In January 2013 we recruited external resource to assist in a re-launch and created a plan which started with 360 feedback and training for the Executive Team to role-model the way forward. This was then delayed due to Keogh and other priorities. In August 2013, with an absence of robust appraisal data, we conducted a higher level approach to talent which focussed on carrying out a risk-assessment of the top 35 leaders across the Trust to map performance, potential, risk of loss and organisational impact of loss for key roles. The outcomes of these were not communicated to all staff involved although some development and progression discussions did take place. A number of actions were logged, however were not all fully seen through. This process did not constitute effective or engaging talent management and we do not recommend a replay of this process as a substitute for meaningful talent management discussions. This paper outlines our aspirations for a more effective and sustainable approach to talent assessment, management and development. Aims, Objectives and Outcomes Our long term vision is to foster and sustain a highly skilled and motivated workforce that is equipped and ready to meet the service demands for both our current and future service users. In the short-term, our priority is to ensure that we learn from and optimise the wealth of external resource across our Trust by aligning talented individuals with soon to depart consultants and ensuring that we maximise learning from these sources. In order to achieve this we need to identify and free up our talent. In addition to this we must assure ourselves that we have capable successors for pivotal organisational roles or are developing candidates where capability is not lined up. Organisational Responsibilities Board and Executive Team To set out the strategic vision for our organisation that fosters a culture and supportive environment which allows Talent Management activity to positively take place and allow every member of our workforce to reach their full potential within our organisation To provide clarity about the requirements of Talent Management immediately and in the mid-long term and to provide realistic sponsorship, resource and investment to enable these plans to be delivered. To take strategic ownership of the outcomes of Talent Management activity / data intelligence and develop strategic plans aligned to the corporate business plan to respond to these to maintain service efficiency Divisional Leads (DD/AD Ops and AD Nursing) To actively take part in the divisional 3 at the top coaching programme to ensure a clear strategy and approach to people development within the divisions To operationally champion and take responsibility for Talent Management activity within their service areas and ensure that each service team and members of staff are engaging with Talent Management activity To review the outcomes of Talent Management activity in relation to their service areas and wider business needs, making recommendations based on this intelligence To support staff and service development needs arising from Talent Management data Employees To expect and engage with Talent Management activity as part of their personal development journey 3

4 To engage with resultant developmental activity to enable them to reach their full potential and deliver optimal performance Proposed organisational definition of Talent Management We believe that every employee within our organisation is talented. Organisationally we define Talent as: Any individual who can make a difference to our organisational performance, either through their immediate contribution or, in the longer term, by demonstrating high levels of potential Talent Management is therefore: An inclusive, cyclical and systematic process in relation to; attraction, identification, development, engagement, retention and deployment of our workforce, where staff are supported and developed to reach their full potential and business critical roles are maintained to ensure optimal service delivery. Links to Organisational Strategies and Policies Our Talent Management Framework has direct impact on many of our organisational policies, processes and strategies. All of these are reviewed and aligned to our Talent Management approach to ensure that Talent Management activity is integrated within our organisation. - Talent Management - Business Strategy Corporate Objectives Performance Appraisal Workforce Planning Leadership & Management Development Service Redesign & Transformatio n Culture Learning & Organisationa l Development Recruitment & Selection Reward, Recognition & Retention 4

5 Inclusive Talent Management Tools Talent Mapping Tool Our Talent Management activity goes hand in hand with our performance appraisal processes. The following tool will be used to map individuals onto the talent map during their annual appraisal: 5

6 Succession Planning Our Succession Planning model will reflect a risk based approach to Talent Management. Example below: Role Chief Executive Medical Director Ward Manager (Area A) Service Area Person in Role Corporate Emergency Cover, Ready Now Ready Soon (1-3 yrs) Ready Later (3+ yrs), Corporate GAP GAP GAP, Ward A GAP,, Risk Comments Actions Green Person in role is high potential & likely to move in 6 months succession cover strong Red Amber Person in role likely to leave an no short-term succession cover Succession cover light, but person in role is not likely to leave in shortmedium term Developing successors Considering external recruitment Developing successors Process and Timelines Our Talent Management processes are cyclical, falling into line with business planning and the NHS financial year. Our processes operate over the following timescales: Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Appraisals Talent Discussions & Mapping Review Talent Data Quality Check Data Data Implications Talent Planning Corporate Planning Evaluate TM Framework Implementing, Monitoring and Evaluating the Talent Action Plan Inclusively Engaging Our Workforce with Talent Management We believe that Inclusive Talent Management involves everyone to ensure that Inclusive Talent Management moves beyond a process and establishes itself into organisational day-to-day business, we believe we must have the following in place to support our approach: Talent Management discussed at Executive and Board meetings. Talent Management steering group Appraisal and Talent Management manager and staff training Key Performance Indicators Every employee has an appraisal with performance measured against role and objectives Every employee is mapped on our talent grid A yearly organisational talent management review and actions report Every service has a succession plan The organisation identifies its critical roles and has a succession plan in place mitigating any risk Employee survey positive increase on talent development related scores Employees when asked can describe TM processes 6

7 Matters to Consider How to align this process to the medical appraisal/job planning/revalidation process Implementation in phases alongside improving quality of appraisals and objective setting Engaging the workforce Resource implications to lead and administer Governance processes for confidential information Proposed Next Steps From feedback of Board, prepare implementation and engagement plan Complete design work of grid and agree leadership behaviour framework to be adopted Define approach for medical community Define and cost resources to undertake 7

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