Talent Management / Development Framework : Maximising Potential of Organisations Assistant Director of OD

Transcription

1 AGENDA ITEM 4.5 Talent Management / Development Framework : Maximising Potential of Organisations Report of Paper prepared by Purpose of Paper Assistant Director of OD Senior LED Manager Leadership and Management To present to the WOD for consultation Action/Decision required Link to Health Care Standards: Link to Health Board s Strategic Direction and Corporate Objectives / Legislative and Regulatory Framework Acronyms and abbreviations The initiative supports Healthcare Standards 11, 12, 13, 14, 15, 16, 21, 22, 23, 27, 28 This Framework will enable the identification of Talent / Potential within the UHB supporting the Integrated Learning and Education Strategy thus enabling the UHB to be one of the leading providers of Integrated Education and Development in support of the UHB s 5 year Operational Plan Integrated Leadership and Management Framework due to be completed April 2012 University Health Board (UHB) National Leadership Innovation Agency for Healthcare (NLIAH) Knowledge and Skills Framework (KSF) Personal Appraisal Development Review (PADR) Maximising Potential of Organisations (MPO) Maximising Potential Framework Page 1 of 14 Workforce and OD Committee

2 Executive Summary Cardiff and Vale UHB participated in a working group led by NLIAH to develop a framework; resulting in the production of Maximising Potential of Organisations (MPO) Framework which will ensure NHS Wales understands the skills, experience and capabilities needed to deliver its strategic objectives. In November 2011 it was approved in draft by the All-Wales Organisation and Leadership Development Group and will now be presented to the Workforce and Organisational Development Directors Group. The national MPO framework forms the basis of this paper. A key priority identified in the Integrated Learning and Education Strategy is to Ensure Talent Management structures are clear throughout the organisation, to succession plan effectively. The MPO Framework has been developed to support this through development centres and discussions at Personal Annual Development Review (PADR). Wales Has Talent developed by NLIAH is a strategy and approach to managing talent in NHS Wales. Currently the UHB does not have an objective process to identify individuals with to take up development opportunities this provides. The 9 box Grid Competence and Potential Map contained in appendix 1 enables the reviewer/manager with the individual to evaluate their current level of. This will determine whether needs are best met through the national or local development route via participation on a development centre run collaboratively across Wales. Cardiff and Vale UHB will host the first national collaborative development centre between Cardiff and Vale, Aneurin Bevan Health Boards and Welsh Ambulance Service Trust. The development centre will be led by the leadership team from NLIAH. This approach will identify talent and within the UHB supporting the Integrated Learning and Education Strategy in support of the 5 year Operational Plan. WOD are asked to receive and approve the maximising framework and action plan Maximising Potential Framework Page 2 of 14 Workforce and OD Committee

3 PURPOSE Investing in people through focussed management of their talent and will enable the UHB to understand the skills, experience and capabilities it needs to deliver its strategic objectives. The Chartered Institute of Personnel and Development (CIPD) defined talent management as: the systematic attraction, identification, development, engagement / retention and deployment of those individuals with high who are of particular value to an organisation, either in view of their high for the future or because they are fulfilling business / operational-critical roles This is supported by the DDI (Development Dimensions International) Leadership Forecast where it states; Organisations with stronger leadership development systems enjoy higher returns on equity and profit when compared to their competitors INTRODUCTION Cardiff and Vale UHB participated in a working group led by NLIAH to develop a framework; this has resulted in the production of Maximising Potential of Organisations (MPO) Framework which will ensure NHS Wales understands the skills, experience and capabilities needed to deliver its strategic objectives. This framework was discussed at the All- Wales Organisation and Leadership Development Group in November 2011 and was approved in draft. The national framework will now be presented to the Workforce and Organisational Development Directors Group. The national MPO framework forms the basis of this paper. Talent Management will be substituted for Maximising Potential or MPO for the remainder of the paper. CONTEXT It is vital to think about what the future might look like and plan for what is needed now. MPO will ensure there is an effective leadership workforce Maximising Potential Framework Page 3 of 14 Workforce and OD Committee

4 with the capability and capacity to deliver a world-class health service for the people of Wales. The Integrated Learning and Education Strategy (2011) states that The largest restructure of the NHS is occurring and the care of patients and clients will change, this means that teams need to consider the environment where they care for patients and move flexibly to work in different settings safely. This also applies to how the services are led and managed and effects Clinical Leadership and General Management. Identifying a talent pool at all levels is essential for succession planning purposes. One of the key priorities identified in the Integrated Learning and Education Strategy is to Ensure Talent Management structures are clear throughout the organisation, to succession plan effectively. In order to achieve this, the following MPO Framework has been developed to illustrate how talent and identification tools can actively be utilised in practice including development centres and discussions at Personal Annual Development Review (PADR) where appropriate. Performance Coaching will also play an integral part of the implementation and will be reflected in the Coaching framework due to be completed in January The Leadership Framework (formally the Leadership Qualities Framework) will underpin all these activities thus complimenting and supporting the Post Registration Career Framework for Nurses in Wales (2009) and the Framework for Advanced Nursing, Midwifery and Allied Health Professional Practice in Wales. CONTEXT Wales Has Talent developed by NLIAH is a strategy and approach to managing talent in NHS Wales. It is widely recognised that the world class talent management lifts performance above the average as it ensures that those with talent and local knowledge can use their insight to ensure that best fit solutions are found for the organisation. Further, through helping to manage individual careers the NHS ensures it gets value for money as talent is targeted to help meet strategies. The framework contains a number of development opportunities to nurture and develop talent. Maximising Potential Framework Page 4 of 14 Workforce and OD Committee

5 Currently the UHB does not have an objective process to identify individuals with to take up these opportunities. It is important for the UHB that talent pools are established at different levels in the organisation. Outlined below are the benefits associated with creating a talent pool within the organisation: For the Organisation Ensure that the leadership of the UHB is rich and diverse; Help to achieve strategic business objectives; Build a high performance workplace; Encourage a culture of learning and development; Ensure value for money through targeting talent spend and ensuring talent is coherently managed; Address diversity issues, including the need to deliver diversity targets, and to eradicate direct and indirect discrimination; Engage people; Retain talented people Enhance UHB image and position in the employment market For the individual Engage with their work and be more effective; Be satisfied with their job and proud of their organisation; Recommend their employer to others; Have a good opinion of their managers; Feel that their performance is valued; Have stronger feelings of personal and professional growth and accomplishment; and Feel valued and important to the success of the organisation The risks include that: It can be divisive It can raise people s expectations which the organisation may not be able to meet It can be expensive and take a lot of time This is long term investment so it may be impossible to show return in the short term Talented people may be increasingly attractive to other organisations, so they may not stay Maximising Potential Framework Page 5 of 14 Workforce and OD Committee

6 FLOW CHART OUTLINING THE PROCESS FOR MAXIMISING INDIVIDUAL POTENTIAL FOR DECISION The flow chart in figure 1 outlines the process developed to identify at a national Wales level and local UHB level. Strategic Priorities Self nomination PDR/PADR Process Identification of using 9 box and talent grid Other routes in Complete application form Four A s (Tools) Local Maximising Potential Matrix Inc LDC National Integrated Development Centre and Panel Maximising Potential Matrix (Tools) Maximising Potential Matrix / PSMW Development Panel / Alumni for maintaining exposure Access appropriate identified development opportunities Evaluation & monitoring through PADR Process (Tools) Figure 1 Flow Chart outlining the process for Maximising individual Source: Maximising Potential of Organisations for NHS Wales A Tool Kit has been developed to support Maximising Potential discussions with staff as part of their PADR and supports the approach outlined in the flow chart contained in figure 1. This contains the following: Maximising Potential Framework Page 6 of 14 Workforce and OD Committee

7 Flow Chart outlining the process for Maximising Individual Potential Nine Box Grid for Evaluating Potential Application Process to attend a Development Centre, locally or nationally Maximising Potential of Organisations: Individual Development Matrix Evaluation Criteria IDENTIFICATION OF POTENTIAL It is essential that the identification of is an integral part of organisations existing PADR processes. Potential should be indentified using The 9 box Grid Competence and Potential Map contained in appendix 1. This enables the reviewer/manager with the individual to evaluate their current level of. This will determine whether their needs are best met through the national or local development route. Local Route This includes a local MPO Matrix which will identify access to a number of relevant development opportunities including a Development Centre. This will be reviewed as part of the PADR process. National Route Where has been identified using the nine box guidelines at the PADR stage, selection for the National Development Centre is based on criteria against the four A s demonstrating: Ambition accomplishment comes with dedication and perseverance, this will demonstrate when an individual has had the personal drive to succeed with integrity Ability individuals learn from mistakes, are open to new ideas and adapt to new situations, demonstrating for future growth Agility the ability to learn and grow includes resilience, mental agility, people agility, change agility and results agility Achievement (pattern of) accepting new assignments and understanding how to deliver Maximising Potential Framework Page 7 of 14 Workforce and OD Committee

8 Participation at development centres will be on a voluntary basis and individuals will be invited to complete an application to be considered for a place. The development centres will be run collaboratively across Wales. The outcomes of the development centre will provide the relevant information to populate the MPO matrices, and whether the individual follows a national or local matrix. It is important to note that the Development Centre focus will be to use different tools to identify and gaps and provide interventions to develop individuals to the level required by the organisation. As opposed to an Assessment Centre focus which is to use different tools to assess talent from the existing workforce. Cardiff and Vale UHB will host the first national collaborative development centre between Cardiff and Vale, Aneurin Bevan Health Boards and Welsh Ambulance Service Trust. The development centre will be led by the leadership team from NLIAH. Outlined in figure 1 are 3 routes individuals can follow to be considered for a place on a development centre: Line Manager nomination Self nomination Learning, Education and Development (LED) programme target (other routes) For the first national development centre nominations will be obtained via the line manager or LED targeted from existing consultant and band 7 staff in management and leadership roles given the investment to date for staff at Divisional and Directorate level An action plan is contained in Appendix 2 outlining the key actions required to implement this framework. Maximising Potential Framework Page 8 of 14 Workforce and OD Committee

9 EVALUATION OF EFFECTIVENESS To assist managers in evaluating individual talent and to assess whether individuals would progress on a national or local level the process outlined in figure 2 will be used at any part of the journey using the 4 A s assessment at the application stage to attend a development centre. End of specific Development Current Role The 4 As Assessment of High Performing Individuals Progress Identified Development Figure 2 Identified stages of evaluation Source: Maximising Potential of Organisations for NHS Wales EQUALITY OF OPPORTUNITY Ensuring individuals within the target group have the right to self select for development is an intrinsic part of selection criteria. Transparency throughout the process to ensure open and fair competition for all opportunities within indentified groups is essential. Due regard must be given to the growing evidence base that identifies the additional challenges that some people in minority groups may face. The application of equality impact assessment to the overall approach and each stage of the development process will ensure all candidates are competing on a level playing field. Underpinning this is the principle that a proactive approach to ensuring those individuals who would benefit from a positive action approach, Maximising Potential Framework Page 9 of 14 Workforce and OD Committee

10 such as attending programmes that take account of the additional challenges they face are enabled to do so (For example, NLIAH 2010 Black & Ethnic Minority Leadership Mentorship Programme). CONCLUSION This Framework will enable the identification of talent and within the UHB supporting the Integrated Learning and Education Strategy thus enabling the UHB to be one of the leading providers of Integrated Education and Development in support of the 5 year Operational Plan. This will also support the implementation of the Integrated Leadership and Management Framework due to be completed in April 2012 RECOMMENDATIONS The Committee is asked to: RECEIVE and APPROVE the maximising framework and action plan. IMPACT ASSESSMENT Health Improvement Workforce Education and Training Financial Legal This work will ensure the organisation supports its widest public health agenda with the appropriate succession planning arrangements. Staff will have a mechanism to support the development of their full. This underpins the Integrated Education, Training and Development Strategy This work will support increased engagement which has the to reduce sickness and turnover costs. This will ensure that the correct people have the appropriate experience and skills to undertake work which effects the governance arrangements of the UHB. Maximising Potential Framework Page 10 of 14 Workforce and OD Committee

11 Equality Environmental This framework has a specific reference to ensuring the staff from minority groups are given appropriate opportunities to develop and reach their. RISK ASSESSMENT Clinical/Service Positively impact on Service Delivery Financial Reputational Acronyms and abbreviations Will enable managers and staff to better align their work with the financial objectives of the organisation Developing the of staff will support improved quality of patient care and will lead to the improved reputation of the UHB. LED Learning, Education and Development Department LQI Leadership for Quality and Improvement MPO Maximising Potential of Organisations NLIAH National Leadership and Innovation Agency for Health OD Organisational Development PADR Personal Appraisal Development Review PR Personal Review UHB University Health Board Maximising Potential Framework Page 11 of 14 Workforce and OD Committee

12 APPENDIX 1 The 9 Box Grid Competence and Potential Map High Has to progress Early Promise (R>2) Lower Performance High Potential High Potential (R<1) Medium Performance High Potential Outstanding Performer (RN) High Performance High Potential Potential Medium Has to move Future Achiever (NR) Lower Performance Medium Potential Solid Contributor (R>2) Medium Performance Medium Potential Strong Performer (R<1) High Performance Medium Potential Lower Has lower or little Under Performer (NR) Lower Performance Lower Potential Satisfactory Contributor (NR) Medium Performance Lower Potential Good Performer (R>2) High Performance Lower Potential Key Readiness for progression RN Ready Now R<1 Ready within 1 year R>2 Ready upto 2 years or more NR Not Ready Lower Medium High Competence

13 Potentials - Suggestions for follow up actions Each area of the grid has specific recommendations which accompany the definition. Action Box Use When Broker immediate move OUTSTANDING PERFORMER High Performance, high Broker future move Stretch Broaden Deepen an area of expertise Recognise as expert talent Improve performance/ Move on to other roles Raise profile Improve performance Gather evidence to make assessment HIGH POTENTIAL Medium performance, high STRONG PERFORMER High performance, medium EARLY PROMISE Lower performance, high SOLID CONTRIBUTOR Medium performance, medium GOOD PERFORMER High performance, low FUTURE ACHIEVER Lower performance, medium SATISFACTORY CONTRIBUTOR Medium performance, low UNDER PERFORMER Lower performance, low N/A They are ready for MPO - DC at the first available opportunity With support they should be ready for MPO-DC within three/six months With support they should be suitable for MPO-DC within twelve months suggest local matrix With support they may be ready for MPO-DC after a sufficient period of development which may be up to twelve/eighteen months suggest local matrix With support and development, they may be suitable for MPO-DC within eighteen months/two years - suggest local matrix With support, they may be suitable for MPO-DC in the future - suggest local development Either new to post, demonstrating ability but too early to form judgement - suggest local matrix They are not ready for MPO- DC - suggest local development Individual needs to respond to development - suggest local development There isn t sufficient evidence to place individual on the grid

14 Talent Management / Maximising Potential Implementation Plan Appendix 2 No Action By when By who Progress/comments 1 Use the RCN Clinical Leaders as a focus group to October 2011 Senior LED discuss the 9 box grid and application form and feedback Manager Leadership and to the task and finish group Management 2. Develop a local MPO Matrix which will identify access to a number of relevant development opportunities including a local collaborative Development Centre. 3. Continue to participate in the MPO NLIAH Task and Finish group 4. Identify participants for the first national development centre 5 Host the first National Collaborative Development Centre between Cardiff and Vale, Aneurin Bevan and WAST led by NLIAH 6. Use the evaluation of the national development centre to inform the creation of a local development centre 7 Pilot the use of the 9 Grid Box for identifying with Cardiff and Vale: Individuals currently being coached from the RCN Clinical Leadership Programme Individuals wanting to be considered to attend the first Development Centre January 12 On-going January 2012 Date to be confirmed Senior LED Manager Leadership and Management Senior LED Manager Leadership and Management Line Managers & LED LED Team Senior LED Manager Leadership and Management Senior LED Manager Leadership and Management Session undertaken, One of the Clinical leaders agreed to work through the process as part of her individual coaching The timing of this action will determined the National Development Centre has been set The timing of this action will determined the National Development Centre has been set The timing of this action will determined the National Development Centre has been set