1 Inclusive Talent Management: The Definitive NHS Guide for Making it Work in Your Organisation 2012
2 Inclusive Talent Management Guide Overview! Click on the Red Boxes to take you directly to the relevant section of this guide Click on to take you back to this content page Following an Introduction to Inclusive Talent Management (ITM) this guide is split into the following sections designed to help you implement TM in your organisations: Implement and 1. - For Successful Implementation of Talent Management 2. Customising Your - Fitting the tools to your specific organisational needs 3. - Roll out your tools 4. Review - What does it tell you? 5. - Subsequent actions and Return on Investment
3 Why We Have Made This Guide Our Vision The system is telling us now is the right time for the NHS to consider its approach to Talent Management. Our vision is simple yet ambitious: We see every health care professional talking positively about Talent Management, the same way they talk about care pathways, and expect to be involved in such activity, as they would expect an annual appraisal In order to achieve this vision, this guide is important as: It reflects a streamlined and evidence based approach; developed, piloted and refined in partnership with NHS organisations - we know it works. It will help assist future NHS organisations in developing their ITM approaches, so that our vision becomes a reality across our health economies.
4 How this Guide Helps You To Implement ITM NHS Midlands and East have developed this Inclusive Talent Management (ITM) implementation guide and supporting tools to assist NHS organisations in developing their own local and bespoke TM approaches. It recognises that one size does not necessarily fit all, and therefore it offers a range of tools and approaches that organisations may wish to review and customise when implementing their own TM approaches. The guide uses the term Inclusive as it recognises that effective NHS organisations acknowledge that their talent exists at all levels and is diverse. A regional expert TM Team is also in place to help support organisations develop their TM approaches Note: This guide and its tools are evolutionary. It will change over time as we learn from organisations who implement ITM. Our end vision is a definitive guide based on leading evidence based practices that will enable NHS organisations to implement world class ITM.
5 What is Talent Management? Talent Management can mean different things to different people and organisations. A possible definition could be: Talent Management is an inclusive, systematic and cyclical process encompassing the Attraction, Identification, ment, Deployment, Performance and Retention of individuals and groups who are of specific value to an organisation to help it meet short and long term business goals. However, one thing is clear if you intend to implement ITM in your organisations: You need to be clear what ITM means to you.
6 Why Do It? Our NHS organisations are full of talented people committed to delivering the best healthcare. Successful organisations want to know where their talented people are, how to develop them to be most effective, reach their full potential and also how to retain them after investing in their development. We know that our biggest cost is our people. ITM provides a more systematic way to help manage costs efficiently. We also know that our people are our competitive advantage. Organisational fortune will rise and fall in line with the calibre and engagement of the talent available. TM tools will allow you as an organisation to capture talent data and put in place effective action plans to manage that talent, at both strategic and operational levels.
7 Typical ITM Outputs TANGIBLES Talent Strategy Diagnostics Talent Maps Succession Plans Dashboard Measurement Savings on recruitment & induction.. INTANGIBLES Alignment with business plans Consistent People Processes Higher staff engagement A positive, performance based culture Role model leadership behaviour Better dialogue at all levels..
9 1.1 - Identify your ITM Champions You need strong champions to turn your ITM aspirations into a reality for the organisation. We recommend two champions, one to champion at executive level, and the other to champion operational rollout: Executive Champion: An ambassador, who will be able to articulate the ITM vision, processes and use of tools for your organisation and assure on-going Board commitment Implementation Champion: An ambassador and credible clinical/non-clinical leader, who can understand the approach and contextualise this for the teams within your organisation. They will have a wide networking ability and have access to resources and support to ensure organisational buy-in. In order to obtain organisational support for your approach, you may also wish to consider a core ITM Stakeholder Group comprising of key staff from across your organisation at all levels who can assist your champions with rollout of your approach
10 1.2 - Are you ready for this? The Organisational ITM Self ment is a quick and easy-to-use tool that helps your Executive Team and Board: Understand your organisation s state of readiness to move forward Highlight key areas and issues to be addressed during implementation of an Inclusive Talent Management A more detailed Talent Management Essentials ment is also available
11 1.3 - ITM Champion ment It is essential that your ITM Champions fully understand and are able to articulate the principles of ITM when implementing this locally within your organisation. This Inclusive Talent Management Implementation Guide will help support these individuals in their understanding of TM principles and approaches they could adapt to fit your organisation. Consider accessing support from your regional Talent Management Team and ITM Champion Master Classes for these individuals.
12 1.4 - your Project Initiation Document (PID) This doesn t need to be a long and complex document. It does need to cover some basics to secure a sustainable, inclusive and fully integrated approach: Project overview and vision Objectives and deliverables Critical success factors Key dependencies, assumptions and risks Project governance and project team Integrated implementation plan Stakeholder engagement and communications Consider using or adapting the TM Project Plan Template Ideally, this document should be signed off at least at Executive Team level
13 2.1 - Agreeing Your Organisational ITM Vision Talent Management can mean different things to different organisations. It is essential that you define what Talent Management means for you and agree what you want to achieve before moving forward. Your ITM champions should lead this and ensure that there is discussion at Board / Executive level to agree your vision. You may want to undertake staff engagement / focus group sessions also to generate discussion and champions at all levels of your organisation. Consider: What did our initial TM Self ment tell us? What TM activities do we already do and how successful have they been? How does this link to our strategic vision, values and organisational business priorities?
14 2.2 - your Organisational TM Framework As with any integrated and potentially complex organisational process, it helps if you can explain it on one page. Consider adapting the Organisational ITM Framework Template as a starting point for this. Consider linking this to your Appraisal Process for seamless integration your own ITM How To Guides TM can often mean cultural change and it is therefore essential that your managers in particular are fully aware of what ITM means for them, and what they need to do. Consider adapting the ITM Staff How To Guide to your own organisational needs to help you with this. You may want to consider developing further marketing and engagement material at this point, for example flyers and leaflets for staff, ready to engage your workforce.
15 Performance Underperforming Meeting Exceeding Generating Your Organisational ITM Mapping Tool Remember: There is no one-size fits-all approach to talent mapping. This is one approach but others are suggested in the tool box which may be a better fit for your organisation Rating Performance Performance of staff can be linked easily to performance appraisal. Are staff: Exceeding their objectives Meeting their objectives Underperforming their objectives Rating Professional Potential Performance alone is not the only measure of Talent; it s not just how we do things, but the way we achieve them. Therefore, assessing staff against professional potential may involve individual assessment against behaviours mapped to the organisation s values. 360 degree feedback is useful to achieve this and can also be integrated into the appraisal process. Remember: This rating is more complex and may need detailed discussions to agree your own approach. Define Define Define Professional Potential
16 Rating Performance: Linking to Appraisal All organisations have a performance development appraisal approach where individual performance is rated generally in terms of: Exceeding Objectives Meeting Objectives Underperforming on Objectives Good talent management depends on accurate inputs: Performance ratings based on fair objectives Face to face dialogue between manager and staff Realistic career expectations Honest exploration of development opportunities Exemplar Example of an Appraisal Process
17 Rating Professional Potential TM processes generally link performance to potential. However, potential can mean different things to different people and organisations. You need to: Be clear on your organisational definition of potential Be clear on a simple method / tool / approach that both staff and managers will easily understand and be able to rate people to place them on your TM mapping grid. Consider some of the Potential ment Tools available and adapting a best fit for your organisation. These include: Simple approach: potential in terms of someone s time in post, demonstrated ability to develop and ambition to move. More complex approach: potential through demonstration of Professional Behaviours to understand if staff deliver objectives in a way that supports organisational values. Use a wider range of perceptions (e.g. 360 degree feedback) to gauge this fairly to place staff on your mapping grid.
18 2.5 - Understanding the Succession Planning Tool One of the outputs of ITM is understanding your succession plans. These can equally be useful at departmental / service level as they are for senior leadership positions. Consider adapting the Succession Planning Tool Template when integrating this into your ITM approach to ensure you are able to capture tangible outcomes. Role Person in Role Emergency Cover Ready Now (0-1 years) Ready Soon (1-2 years) Ready Later (2+ years) Risk Comments Actions Chief Executive Name Name, Name Name Name Name, Name Green Person in role is high potential & likely to move in 6 months succession cover strong ing successors Medical Director Name GAP GAP GAP Name, Name Red Person in role likely to leave an no short-term succession cover Considering external recruitment Ward Manager (Area A) Name Name Name GAP Name, Name, Name Amber Succession cover light, but person in role is not likely to leave in short-medium term ing successors
19 2.6 - Getting Ready for Talent ment Offerings A key point to note is that engaging your workforce with talent management will raise expectations. There is no turning back! Staff and managers will expect a menu of development programmes ready to slot into based on the outcomes of your talent mapping. You therefore need to start thinking about your High Potential Talent programme of development both in terms of skills, knowledge, behaviours through to management and leadership development. Do you have, for example: A management and leadership framework and associated programmes? A coaching and mentoring framework and pool of coaches? Framework engaging staff on stretch assignments or development secondments? Learning and ment Plan of programmes and offerings based on your Training Needs Analysis? A Learning and ment Team ready to support the outcomes of your TM data?
20 2.7 - Aligning Wider Organisational Strategies It is important to take the time to consider and plan for how all of your organisational processes align to and support your ITM process. For example: Corporate Strategy and Objectives: Is this realistic given your TM findings? Learning and Organisational ment: Do your L&D and OD strategies and operational plans align and support your TM approach and develop your talent? Performance Appraisal: Is this where your TM activity and data capture takes place operationally? Recruitment and Selection: Does your strategy include how you will attract talented individuals into your organisation? Workforce Planning and Service (Re)Design: Are these realistic in the light of your TM findings and plans? Staff Retention: Once you have invested in talent, do you want to lose it? What strategy will you use to hold onto your talent and maintain competitive advantage? This should be considered continually as your project is designed, implemented and evaluated.
21 3.1 - Piloting your Testing out your ITM approach with a selection of managers / staff / service areas is always useful (and potentially essential) to ensure that you are able to identify and address any possible pitfalls before organisation-wide rollout. Consider using services and champions that have engaged with you during the ITM development process, as they will already be eager and engaged. When you have piloted your approach, take time to review any lessons learnt and amalgamate this learning with your ITM framework. Then, work with your pilot champions to refine your organisation-wide rollout plan with agreement through the Executive Team.
22 3.2 - Engaging your Entire Workforce TM can be a hard concept to understand, however it is essential that all of your staff appreciate your vision for ITM, why you are doing it and what s in it for them and their stakeholders. Ideally, staff would have been consulted throughout the process as part of your engagement plan. Consider building upon these links, use of focus groups, marketing flyers and awareness sessions. Make your How To Guide available to your staff to assist their understanding Training for your Operational Talent Managers Service managers will effectively become your organisational Talent Managers. Full understanding of your ITM vision, outputs, expectations of them, and the tools they must use is essential to success. This can potentially be linked to appraisal training. Make your How To Guide available to your service managers to assist them.
23 4.1 - Capturing the Talent data is sensitive and needs to be handled confidentially. TM activity will generate a whole new set of data for your service and strategic leads. You now need to make sense of it to inform your subsequent actions. Consider using / adapting some of the available ITM Tools to assist you in doing this. The key question to ask yourself first is: what does this tell me I need to do to further my business strategy and organisational objectives? Quality Assure the Consider ways to ensure the data is quality assured to remove bias and ensure organisational consistency of application of your ITM approach. Consider peer review groups where similar service managers can review and compare staff TM outcomes together, and/or a grandparent sign off approach to ensure consistency.
24 4.3 - Analysing the Consider facilitated discussions at service and then executive level on what this means for your organisation and what you may need to act upon. Use this time for services to develop service wide succession planning and talent mapping data. Pool all of your service talent mapping and succession planning data into an organisational health check to advise senior team.
25 5.1 - ing your Strategic ITM Plan Following organisational discussions around your data, you need to capture this into a tangible plan going forward into the next 1 3 years. This plan will likely have impact on other organisational processes that are supportive to TM, for example you will need to ask what effect your TM data has on: Business strategy Learning and ment Plan Workforce Plan Recruitment Strategy Reward, Recognition and Retention etc. Build in KPIs and ways to measure Return on Investment. Consider using the ITM Plan Template to help you. Remember: At this stage ITM will have started to become embedded in your organisation as a process. You will likely have to revisit this plan annually in the form of a cyclic process.
26 5.2 - Acting on Your Plan Your TM plan will need to be performance managed. This should be through your champions and also performance monitored by the Executive Team with progress accountable to the Board Measuring Impact and Return on Investment At a set interval you will need to measure the Return on Investment and evaluate the impact of your TM plan. Use the KPIs and outcome measures that you developed as part of your TM plan to evaluate the success of your TM plan.
27 ...and Start Again... At this stage you will realise that like any other effective organisational tool, ITM is a cyclical process. If it s the first time you have undertaken at ITM cycle, take time to evaluate the effectiveness of your approach. Consider focus groups and celebration events with the staff champions that engaged with you from the outset. Then consider how you may need to refine your ITM processes and tributary organisational processes to continually enhance your ITM Framework. Finally, the cycle starts again, embedding ongoing informative data which will help continually steer your organisation s fully supported and talented workforce.
28 Talent Management Team Regional Support Regional Talent Management Team Support NHS Midlands and East are committed to supporting organisations through the process of embedding effective TM processes in their organisations. Please contact a member of the Talent Management Team for support and guidance. Website Support Please visit our website for more information on TM tools and support: Emma Wakelin Programme Manager Leadership and Organisational ment Tel: Mob: Chris Birbeck Deputy Head of Leadership and Organisational ment Tel: Mob: Adam Turner Leadership and Talent Manager Tel: Mob:
inclusive Talent Management Comprehensive Implementation Handbook and Toolkit Helping You to Maximise the Potential of Your People and Your Organisation 2 nd Edition May 2014 Supporting you in partnership
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
Page 1 of 10 Introduction I am proud to be the Chief Executive of the Walton Centre NHS Foundation Trust with its reputation for excellent patient care, quality services and sustainability. Over the last
NES Item 8d December 2011 NES/11/111 (Enclosure) NHS Education for Scotland Board Paper Summary 1. Title of Paper People & Organisational Development Strategy 2. Author(s) of Paper Dorothy Wright Director
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
H Northamptonshire Healthcare NHS Trust 1. SUMMARY TRUST BOARD 25 FEBRUARY 2009 ORGANISATIONAL DEVELOPMENT STRATEGY The paper contains an Organisational Development (OD) Strategy, which sets the framework
Our HR Strategy sion Vi Our ambitious new strategy requires a workforce which can demonstrate speed and agility; to achieve this we need to recruit, develop and retain people with the right skills, knowledge
1. Appendix B - Outline Organisational Development Strategy Frimley Park Hospital NHS Foundation Trust s Acquisition of Heatherwood & Wexham Park Hospital Outline Organisational Development Strategy July
1. Purpose ORGANISATIONAL DEVELOPMENT STRATEGY REFRESH The purpose of the LPFT Organisational Development (OD) Strategy refresh is to draw together the strategic plans and activities to ensure it support
Civil Service 2012-2017 Level 3 HEO and SEO or equivalent Level 3 I n s p i r i n g E m p o w e r i n g C o n fi d e n t About this framework The Civil Service competency framework supports the Civil Service
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
Talent Management Framework A simple definition of Talent Management is: The systematic attraction, identification, development, engagement/retention and deployment of those individuals who are of particular
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
Human Resources Organisational Development Training and Diversity Mentoring Guidelines 1 Contents What is Mentoring? 3 When to use Mentoring 3 What is a Mentor? 4 Why Mentoring? 4 Support for Mentors 5
Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
REVIEW OF CORPORATE SERVICES HR BUSINESS CASE 1. The Strategic Case for Integration The alignment with Council strategies 1.1 The Lewes Change Management Programme (CMP) outlines the need to redesign the
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
People Director Job description About Teaching Leaders Teaching Leaders is an innovative not-for-profit organisation whose mission is to address educational disadvantage by growing a movement of outstanding
Job description HR Advisor Main purpose of job To work closely with colleagues in the HR Business Partner team along with the wider PDO directorate to ensure delivery of a first class, professional and
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required
Job description People and Organisational Development Business Partner (Operations) Main purpose of job The purpose of the People and Organisational Development (POD) directorate is to ensure the Society
BUILDING A HIGH PERFORMING SYSTEM A business improvement plan for the Department for Education and Child Development BUILDING A HIGH PERFORMING SYSTEM 1 Contents Executive summary 3 Increasing local decision-making
Page 1 of 6 ROLE PROFILE & PERSON SPECIFICATION Organisational Development Manager 1. RESPONSIBLE TO: Associate Director of Learning & Organisational Development 2. RESPONSIBLE FOR : The Workforce Development
Talent Management: BRAC s changing paradigm BRAC A global leader in creating opportunity for the world s poor BRAC is a development organization dedicated to alleviating poverty by empowering the poor.
Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right
Performance Management Consultancy Facilitating performance improvements through an effective performance management process What are the challenges? While every organisation has performance management
The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,
CIMA Development assessment matrix Quality standards for the development of finance professionals. The CIMA Development scheme is based on a set of principles offering a robust and non-prescriptive approach.
Policy Number: STRAT/0016/v2 Issue/Version No.: 2 LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY Current Status: Ratified Compliance All members of Tees, Esk and Wear Valleys NHS Foundation Trust staff
Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation
Item 13 Strategic Estates Planning Outline Brief for Development of Strategic Estates Plan for Bristol, South Gloucester, North Somerset and Somerset Clinical Commissioning Groups Phase 1: Priorities and
Workforce & OD Strategy 2011-2016 Contents Page Introduction and Context 1 Section 1 2 THE CURRENT WORKFORCE Section 2 5 VISION FOR THE FUTURE Section 3 7 KEY PLATFORMS AND OUTCOMES Section 4 10 ORGANISATIONAL
RCUK Action Plan for Equality, Diversity and Inclusion Our ambition is for RCUK to be recognised as a leader in equality and diversity in the research community, working with partners throughout the sector.
Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.
Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose
For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large
management user guide April 2008 management user guide April 2008 This is an interactive document. Use the arrows and tabs to navigate. Press Esc to exit. contents Click to jump to a page FOREWORD...04...05
DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
LEARNING, TEACHING AND ASSESSMENT STRATEGY 2012-2017 MAXIMISING ACHIEVEMENT: THE TRANSFORMATION OF LEARNING, TEACHING AND ASSESSMENT Strategy approved by Academic Council, November 2012 Introduction and
Introduction 1 The Council has agreed an Organisational Development (OD) Strategy with an overall aim to help the Council achieve its vision of building a world class city for everyone, with an ambition
Establishing a Strategic Planning Process Questions to consider #1 1. A strategic plan details the steps / actions needed to get us from where we are today to an envisioned destination. FGCU s destination
Governing Body 27 th May 2016 Organisational Development Strategy Agenda item 19 Paper 13 Authors and contributors: Executive Lead(s): Relevant Committees or forums that have already reviewed this issue:
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information
Knowledge Management Strategy 2011-2014 Version 0.8 25 October 2011 1 1. Introduction 1.1 What is knowledge management? Knowledge management is creating, capturing, sharing and using the skills and experience
Blackburn College Teaching, Learning and Assessment Strategy 25 August 2015 1 Introduction This document provides a Teaching, Learning and Assessment Strategy covering all of the College s Further Education
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined
Derbyshire County Council Derbyshire County Council is situated in the East Midlands and is bordered by the cities of Nottingham, Sheffield and Manchester. Its role it to provide local government services
WORKING DIFFERENTLY WORKING TOGETHER A WORKFORCE AND ORGANISATIONAL DEVELOPMENT FRAMEWORK 1 Printed on recycled paper Print ISBN 978 0 7504 7415 3 Digital ISBN 978 0 7504 7416 0 Crown copyright 2012 WG
SECTION: HUMAN RESOURCES POLICY AND PROCEDURE No: 10.16 NATURE AND SCOPE: SUBJECT: POLICY AND PROCEDURE TRUST WIDE PERFORMANCE APPRAISAL AND DEVELOPMENT AND KSF ANNUAL REVIEW This policy explains the Performance
1 HUMAN RESOURCES SPECIALIST Santa Conradie (Former Tiger Brands and ABSA / Barclays Bank) 32 Years of Human Resource experience in the Manufacturing, Pharmaceutical and Financial Services industry. Passionate
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
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
Future Council Programme Evaluation Framework Overview of the Evaluation Framework for the Future Council Programme DRAFT v0.7 August 2015 Contents 1. Evaluation Framework Overview 2. Evaluation Framework
Business Services Authority NHSBSA Strategy 2015-2020 and beyond NHSBSA Strategy 2015-20 (V1) 06.20151 Foreword Each year the NHSBSA reviews and updates its strategy for the next five years and beyond.
Workforce Strategy 2015-2020 Introduction 1. The aim of this workforce strategy is to support delivery of the sustained transformation necessary to achieve faster, fitter, more flexible, citizen and customer
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
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.
Organisational Development Strategy 2008-2011 From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE - 26 - Agenda Item
Interpersonal Skills Leadership, Change Management and Team Building Capital s Learning and Development team design and deliver tailored skills and competency based programmes to meet your wide range of
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
GTCS Professional Update Support Pack for South Ayrshire Schools (DRAFT 2 JUNE 2014) P a g e 32 The The Standards for Leadership and Management include both the Standard for Middle Leadership and the Standard
PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent
Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the
Insert TTC logo here STAFF REPORT ACTION REQUIRED Succession Planning Date: June 20, 2016 To: From: TTC Human Resources & Labour Relations Committee Chief Executive Officer Summary Further to the Human
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
Authority: 20 June 2012 Page 1 SAYING IT HOW IT IS - OUR COMMUNICATIONS STRATEGY 2012-2015 1 SUMMARY 1.1 The Authority considered a draft Communications Strategy in September 2011. Members authorised me
Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated