Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance

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1 Agenda item: 21 Report title: Report by: Action: People Strategy- Leadership and Management Andrew Bratt, Assistant Director Human Resources, Resources and Quality Assurance To note Executive summary We have a comprehensive range of management and leadership development programmes in place. To maximise the impact of these programmes we plan to undertake a review of our provision to identify efficiencies and ensure future programmes support the delivery of: a The GMC 2016 Corporate Strategy and Change programme. b The GMC People Strategy. c GMC Customer Service Strategy. d Investors in People accreditation. e 2015 Staff Survey action plans. f Our Equality and Diversity action plans. Recommendations The Performance and Resources Board is asked to note: a The work undertaken on our existing management development programmes. b The plans to undertake a review of our programmes (Quarter 1 and Quarter ). and implement a new and updated framework from Quarter

2 Issue 1 With the completion of our Head of Section Programme we have completed a cycle of activity that has seen us implement management development programmes at all the relevant levels within our organisational structure. 2 It is now opportune to review the impact of our investment to date and consider the most appropriate framework for our management development framework. Background 3 The development of our leaders and managers is an important part of our approach to individual and organisational development. 4 We have delivered a significant level of support to our managers and leaders through our existing programmes (outlined at Annex A). We have also completed the roll out of the 360 programme and introduced new policies relating to coaching and mentoring. We need to undertake a detailed analysis of the impact of these programmes. We also need to assess the evolving needs of the organisation as we anticipate that the next six-nine months will require a very strong focus on practical support to managers as they implement the change programme. 5 Our existing supplier contracts for management and leadership development are due to expire in 2016 and therefore a new supplier will need to be procured for future programme development and delivery. This means the timing is right to consider how we might develop our management development framework and link it to our corporate and people strategies, Investors in People accreditation and other corporate initiatives such as the Customer service strategy. 6 In order to achieve this we are proposing that our formal accredited programmes that we currently offer run their course but are not extended or replaced until the planned review is completed. We expect new and updated programmes to be available from the end of The aim of these new programmes would be: a To meet our current and future needs whilst delivering efficiency and cost savings to the organisation. b Support our managers and leaders with the skills to manage and lead their teams through organisational transformation, and identify a common leadership language and framework. c Provide timely development and assimilation of our leaders into critical roles and bring about sustainable behavioural change. 2

3 d Support any long term change to our pay, performance and competency frameworks. e Assist in the recruitment and retention of high calibre staff. Next Steps 8 Stage one will be an in-house review to evaluate the impact of our existing provision and external best practice. This would be reported to the Board in the first half of Stage two would involve planning the development of a new framework that would include the appointment of a new external provider (or providers). Reflecting the feedback from our existing programmes we would include: a A new and updated competence framework. b Clear links to carer development paths. c Leadership coaching and feedback skills programme, with individuals and teams linked to 360. d A bespoke induction programme for new managers. e Action learning sets with covering areas such as empowerment, resilience and authenticity. Supporting information 10 themes and programme feedback have been gathered through initial discussions with Assistant Directors, Heads of Section and GMC staff attendance on each of the programmes. 3

4 Performance and Resources, 22 September People Strategy Leadership and Management 21 Annex A Overview of Management and Leadership Training delivered Below is a summary outlining the number of managers and leaders identified who have or will have completed Leadership and Management Programmes at the GMC between 2012 and Following the proposed review we anticipate a revised and updated framework with a similar structure.

5 2 Below is a summary of the topics delivered to each management and leadership group between We anticipate that these will expanded and updated to incorporate areas such as customer service and emotional resilience. Assistant Directors Head of Section 360 feedback and 1-1 coaching. Workshops on; Feedback, Influencing, Impact, Conflict, Change Management, Leadership transitions and styles, Emotional Intelligence. Online resources; Manager toolkits and skill-pills on management and leadership topics. Number attended 2014; ; feedback and 1-1 coaching. Workshops on; increasing selfawareness, your impact as a leader, culture, understanding and leading successful teams, influencing styles and managing conflict, management of change, organisational savvy and political leadership. Online resources; Manager toolkits and skill-pills on management and leadership topics. Operational Managers (Level 3 and 4) Level 3s only -360 feedback and 1-1 coaching. ILM accredited Step into leadership and Leadership Diploma workshops; management communication, managing individuals and teams, becoming a manager and leader, planning and allocating work, performance management, customer service and quality, making better decisions, innovation and creativity. Skills development workshops; recruitment, performance management, giving and receiving feedback, challenging conversations, absence management, presentations, performance and development process, creating objectives and development plans. Online resources; Manager toolkits and skill-pills. Number attended ; 177 A2

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