1344004975 GPxL Tm Tools - Manager Staff Itm Guide

8/10/2019 1344004975 GPxL Tm Tools - Manager Staff Itm Guide

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Talent ManagementA guide for managers (May12) 1

Talent Management &Leadership(A Managers Guide)

Insert OrganisationalLogo


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TABLE OF CONTENTS

1. An Introduction to Talent Management .............................................. 3

2. The Talent Management Annual Cycle .............................................. 5

3. Talent Mapping & Succession Planning ............................................7

4. Talent Calibration & Review ............................................................. 13

5. For More Information ....................................................................... 17

Acknowledgement

We would like to thank Nik Patten (Chief Executive) and David Young (Deputy Director ofOrganisational Development) for allowing us to modify this guide and make it available foruse by organisations throughout the NHS Midlands and East, and for their continuedsupport and implementation of Talent Management within Peterborough and StamfordNHS Foundation Trust and across the system.


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1. An Introduction to Talent Management

This guide is intended for all staff who conduct appraisals. Its purpose is to: Explain what talent management is and its role in supporting a Trusts ambitions for

success Describe how each talent management stage fits into an Organisationsbusiness planning

cycle Describe how to use the Talent Mapping & Succession Planning tools

The following information is intended as an introduction to talent management for staff andmanagers and can be used in conjunction with the NHS Midlands and East talent toolkit.

What do we mean by Talent?Everybody has talent in some form or another i.e. a particular skill or competency that isexceptional or above average. For example our talent are those individuals with the attributesthat will enable us to achieve our goal of being best for patients and a great place to work, either

through their immediate contribution or in the longer term by demonstrating the highest levels ofpotential (INSERT YOUR OWN DEFINITION HERE)

So what is Talent Management?Each part of the talent management process corresponds to the employment journey many of usmake from recruitment to exit interview, as can be seen from the examples below:Recruitment (Attract ing Talent)- ensuring we attract the best talent and that all new staff shareour values

Developm ent (Developing Talent)putting in place the right learning and developmentinitiatives to enable individuals to achieve their maximum potential

Internal/external Job Changes (Managing Talent)performance appraisal and talent reviewactivities should help to identify those ready for career progression now or in the future and/orwhere there are alternative roles within the organisation that are a better match for theirparticular talents

Exit ing (Evaluat ing & Retaining Talent)ensuring we offer a high quality workplace to limit ourloss of talent but assessing through exit interviews that we address any barriers to retention.Recognising some staff will leave to realise their potential but having a good relationship so theymay become future employees again in the future

As a line manager you have a contribution to make at all four stages of this employment journey

this guide is primarily about your role in the middle 2 elements (i.e. Developing and Managingtalent)


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Identify OrganisationalStrategy & ensure

alignment of Talent &Leadership Approach

1

Vision & Planning

Understand our Capacity

Requirements

2

Towards the best

together

Current

Workforce

Assessment

(Supply)

Future

Workforce

Needs

(Demand)

Gap Analysis

Workforce

Plan

Spoi l t for

Choice

Developour

Talent

Understand

our Talent

Manage &Deploy our

Talent

Recruit

GoodTalent

Performance Review

Talent Review

Appraisal

360 Degree Feedback

Self Assessment

Line ManagerFeedback

Succession Planning

Pathways

Pipeline Development

Talent Review Forum

Governance

Transfers

NHS LeadershipCompetencies

DH PotentialCompetencies

Assessment Centres Interviews / Pres

SCL Coaching

Generic TrainingAspirational

Planning

Board 360Provider

Development

Specific RoleDevelopment

AspiringDirectors

NetworksGraduateSchemes

HPEPWhole BoardDevelopment

Discussion & PDP Appointment

Deliver Talent Management & Development

Initiatives

3

Talent & Leadership Planning

A Systematic Approach to TalentManagement Gett ing Spoi l t for Choice

Who is responsible for Talent Management?The responsibilities for ensuring talent management is a success in the organisation can beidentified as follows::All staff - maximising the opportunities to develop and realise their potential and aspirations.All managers- providing constructive and regular feedback to their staff about their performanceand potential and supporting their continued learning. Identifying and developing successionplans for the key roles in their teams. Seeing talent as an organisation wide, not local responseDevelopment Specialistscommissioning, designing and/or delivering interventions that help toidentify, develop and retain talentSenior Executivesproviding visible senior-level support and aligning the talent strategy with thestrategic aims of the Trust, making Talent Management and Succession Planning a standing itemat board meetings at least twice a year.

How does talent management fit into our other initiatives?Talent management has a role to play in almost all of the key changes we are seeking to make inthe Cluster to achieve our goals and the QIPP and reform agenda.Here are some examples:

- Patient safety is top of our priority list. We need to know that, for the key roles within theregion leading on this agenda, there is a pool of replacement talent should one of themleave

- With an ageing population and less young people coming into the workforce we need tobe more competitive at attracting local talent. Apprenticeships are one way we areseeking to achieve this.

- Leadership and change management are becoming increasing skill requirements withinTrusts. Currently we are often buying in our talent by recruiting external consultants.However we are also developing people within the region so in the near future we shouldbe able to recruit people with the right skills and competencies from our existingworkforce

- Competition for people with high potential is likely to increase, both from within the NHS

and externally. To retain our talent we need to think more creatively about thedevelopment opportunities we can provide individuals with.

- People who are not engaged with their employers tend to take their talents elsewhere; itis important to develop a positive Employee Value Proposition (EVP) as part of yourintegrated approach to retaining your talent.


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An Employee Value Proposition can be described as a set of associations and offerings providedby an organisation in return for the skills, capabilities and experiences an employee brings to theorganisation.The EVP is an employee- centered approach that is aligned to existing workforce strategies andinformed by existing employees and It includes both intrinsic and extrinsic rewardsAn EVP must be unique, relevant and compelling if it is to act as a key driver of talent attraction,engagement and retention.

What is available to help you with Talent Management?

The NHS East of England Talent Management Toolkit is available to all organisations and can befound atwww.eoeleadership.nhs.ukand click on the Talent Tab. The toolkit includes

A talent map template (with potential and performance descriptors)

A Talent Plan How to guide

The Talent Essentials model

A succession plan template

The Leadership Potential model

And many other useful documents and articles

2. The Talent Management Annual Cycle

The diagram below shows how we envisage the talent management cycle could run for year 1and, with the exception of Step 1, how it will continue to operate on an annual basis.

The aim for Year 1 is for every individual at a Band 8 position or above to be talent mapped (this

will result after a discussion between individuals and their line managers as part of the annualappraisal prcess) and, if applicable, identified as a potential successor on one or moresuccession plans. At the same time to identify any key roles where there are no incumbents, oran absence of potential successors, and give them a RAG rating (see the later section onsuccession planning for details)

A key role is defined as: Pivotal to the success of the organisation/service provision A hard to fill position, with only a few posts in the Trust A newly-designed post, whose uniqueness means there is no previous recruitment

history.

From Year 2, once talent maps have been used for a full 12 months for all appraisals the aim willbe to roll out the process to staff below band 8.
http://www.eoeleadership.nhs.uk/http://www.eoeleadership.nhs.uk/http://www.eoeleadership.nhs.uk/http://www.eoeleadership.nhs.uk/


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Steps 2-5 are now covered in the following sections.

Activity Month 1 Month 2 Months 3-4 Months 5-12

Step 1: Publication of Guid e

for Managers & Revised Tools

Step 2: Talent Mapping

& Succession Planning

Step 3: Talent Calibration &

Review

Step 4: Data Collectio n

Step 5: Data Analy sis

Incorporation of Talent Mapping

Within Appraisal

Implement Talent &

Leadership priorit ies-

Wk 1Wk 2Wk 3Wk 4 Wk 1Wk 2Wk 3Wk 4 May -July -Dec

Complete

Dashboard

Year 1June


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3. Talent Mapping & Succession Planning

Using the Talent Map

The diagram below shows the Talent Map. This assesses an individual against two clear anddistinct measures:Performancefrom Partially to Exceeds expectationsand denoted by the vertical position onthe map.Potentialfrom Sometimes through to Always demonstrates leadership behavioursanddetermines their position horizontally


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Performancelooks at today, whilst potentialis about spotting the qualities an individual hasnow that make it likely they will succeed in the future. It is tempting to think that the two areinterchangeable but in fact research indicates that only 29% of high performers are highpotential, meaning that performance and potential are very different.

One of the key factors that must be taken into consideration when assessing potential is Abilitydo they have the mental agility, interpersonal or technical skills to progress to a more seniorlevel? Current high performance may provide some indication of this (though progression into amore senior level may require a different skill set). However there are two other critical factors:Engagementthe extent to people value and believe in their organisation, willingness to goabove and beyond the call of duty and their employees level of desire to stay Aspirationthe extent to which they desire recognition, influence, financial rewards or work-lifebalance

Step 1 Assessing Performance

During the appraisal process this should be completed once performance against objectives andthe KSF outline for the job have been achieved.

At this point it is good practice to invite appraisees to self-assess; assuming you have setSMART objectives and provided appropriate feedback then it should be straightforward for themto reach the correct conclusion as to which level they fit. It is important that we are confidentthese results are sustainable by reviewing the way they have achieved their objectives (the how)as well as what they achieved; this can be done through looking at the KSF outline or leadershippotential indicators and documenting the skills and behaviours they have used.

ExceptionalOutstanding performanceagainst objectives andbehaviours required at level

EffectiveMeets the expectations for

performance against objectivesand behaviours required at level

Marginal

Below met expectations againstperformance objectives and

behaviours required at level

Exceeds Expectations

Regularly delivers more thanrequired against objectives and

behaviours required at level

There are some pitfalls to avoid when assessing performance, all of which could distort our viewof their contribution; here are some of the most common:

Halo/Horns effectthis occurs when our overall assessment of achievement is influenced byjust one quality. This quality could be positive (halo) or negative (horns) and means that wedisregard or discount other skills or attributes that they may possess


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Recencythis is when we give too much weight (again, positively or negatively) to a recentsignificant event without placing it in the context of the years performance

Mini-meWe tend to like and respond most favourably to people who we perceive to be similarto us. This can translate into a tendency to assess their performance more favourably than it iswarranted.

Stereotypesthese are a set of characteristics that we associate with people from certaingroups (e.g. estate agents, consultants, politicians). We all have them and they help us to makesense of the world around us. However many of these characteristics have very negative orpositive associations. In an appraisal situation they can result in a bias, often unconscious,against appraisees that appear to conform to our stereotype.

For all the above tendencies training, online testing and personal reflection can help to increaseyour self-awareness as to which one(s) you are susceptible to.

However the most critical element of all is the need for consistent feedback and discussion withthe appraisee throughout the year, during both formal and informal meetings about progress. Acomprehensive record of examples to support your assessment, previously discussed in a timelyway, is the best way to ensure an accurate and fair result.

Step 2 Assessin g Potent ial

By its very nature, there is more challenge in assessing someones potential with precision. It iseven more important to get the input of the appraisee in determining which column they fall intobecause, as previously mentioned, identifying:

1. Ambitionare they actively seeking a more challenging role? (aspiration)

2. Commitmentdo they identify with the Trusts values and goals (engagement)

3. Intention to Staydo they believe that staying with the Trust is in their self-interest?

These are crucial elements in this process.

Some useful approaches that can explore these areas are: Describe to me a typicalday at work for you in 2-3 years time

How well is the Trust living up to its values?

Where do you feel you contribute most to what the Trust is trying to achieve?

What parts of your role provide you with most pleasure/pain?

On a scale of 1-10 how likely are you to still be with the Trust in [select a number] yearstime? (Then as a follow up: what would increase it to 8 or 9?)

The other key component is Abilitydo they have the required technical and interpersonalskills, as well as the inherent mental and emotional intelligence, to be successful in a more seniorposition?

To help answer this question it is useful to revisit appraisees KSF outline or Leadership potentialindicatorsinstead of just comparing their individual outline against their current job role, it canalso be matched against other positions that are of interest to them.


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EMERGINGTALENT

Shows potential &motivation todevelopat current level insome respects.Shows futurepromise andexpected toprogress within 3-5 years

DEVELOPING

TALENTDemonstrates thepotential &motivation todevelop at currentlevel& to progresswithin 1-3 years

READY NOW

Demonstrates thePotential,motivation& experience toperform at nextlevel.In next


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1|

The revised EoE Potential Model (1/5)

Potential model

Influencing Personal

agility

Strategic

under-

standing

Results

orientation

Potential

Engages and inspires

others

Demonstrates

political astuteness

Builds effective

networks

Delivers

collaboratively

Shows good self

management

Demonstrates

personal drive and

motivation

Expresses desire to

learn

Shows resilience

Shapes the future of

the region

Engages in broad

scanning Lives the NHS

values

Develops

capabilities

Demonstrates action

orientation

Motivates and

empowers others Shows good

analysis and

problem solving

Using the Succession Plan

For all managerial and senior clinical and business critical roles a succession plan will also needto be completed once a yearan example is shown below. There are a number of steps to thisprocess:

Role Incumbent EmergencyCover

Now (0-1) Soon (1-2) Later (2+) Risk Comments

Director,ObsessiveEntertainment

S. Cowell C. Cole P. Kay Amber Successioncover light, butincumbent notlikely to leave inshort-mediumterm

1. Enter the name of a business critical role that reports into you.

2. Record the name of the current job holders (incumbent)3. Identify the person(s) who could provide Emergency Cover.


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4. Place all potential and relevant successors from your team in the appropriate column,using the data from your Talent Map. Please note that the timescales used for each donot correspond exactly, but there should be consistency between the two, for example:Ready Now successors - Now columnDeveloping Talent Soon (possibly Later) columnEmerging Talent- Later columnThere should be no Retaining Talent successors(though they may be EmergencyCover)

5. Add any other individuals from other departments or business units who you feel could bepotential successors

6. Give a RAG(Red, Amber, Green) risk rating to each succession plan. Your assessmentshould take into consideration:

Number of potential successors at each stage Quality and quantity of emergency cover Likelihood of the incumbents moving on in the near future (i.e. where are each of

them on their talent map)

Degree of difficulty in recruiting externally if required Level of impact a vacancy in this position will have on the ability to deliver services

7. Step 7Add brief comments in the last column that summarise the position and justifythe RAG rating you have arrived at.

8. Repeat the process for any other business critical positions that you manage

As with Talent Maps it is important that the process is as transparent as possible andindividuals know about any succession plans they have been placed on. However it is alsoimportant to emphasise to staff that this is not an action planrecruitment into any role in theorganisation will remain a competitive and fair process, with no preferential treatment forpeople identified as high potential and on succession plans


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4. Talent Calibration & Review

Even with well designed tools and clear guidelines, any assessment process always has an

element of subjectivity about it. For example, one manager may view any of his direct reportswith more than 5 years experience in their jobs as being automatically belonging in the ReadyNow column, whereas a colleague in the same department may have a perfectionist streak sothat no-one can ever really be at this stage. The Talent calibration process is designed to iron outinconsistencies in assessing potential so that the Trust has as accurate a picture as possible.

At a calibration meeting managers get together with their peers, either from the same departmentor business unit (depending on seniority) to present the talent maps for those members of theteam that report directly to them. For those positions where the job holders report into a director,general manager or clinical lead the calibration will take place across the whole Trust; lowerbanded positions will take place across individual departments/business units.

Essentially the purpose of the session is to:Review the distribution of talent within a particular role (e.g. General Manager, Lead Nurse,Ward Managers) as a whole and/or by department (e.g. deputy sisters in Emergency &Critical Care)

Consider the implications of these findings and appropriate actions in response

Describe the rationale for individual positions on Talent Maps and review initial assessmentswith observation and feedback from peer colleagues,

Record any ideas identified for developing the talent of specific individuals

In reviewing the position of an individual on the Talent Map the following questions (notexhaustive) may be useful to prompt discussion, if applicable:

1) What are the key successes that have determined an assessment of high performancei.e. top row of the Talent Map2) What are the observed behaviours, traits and/or actions that have determined an

assessment of potential beyond current position3) Have the other 2 key elements of potential (aspiration and level of engagement) been

considered in addition to projected performance when assessing which potential columnan individual belongs?

4) Has an individual been in post long enough to justify any other place on the Talent Mapother than new to level?

Following discussion a manager may change the position of an individual on the talent map;therefore it is important during the appraisal that the appraisee understands that any initial

position agreed at is provisional subject to the calibration process.

Because appraisals take place throughout the year, it is anticipated that calibration will take placebi-annually to review appraisees in each half


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5. Data Collection & Analysis

Both the talent maps and succession plans are seeking to answer the same question in differentwayshow Spoilt for Choiceare we in looking at our future talent? This section describes

how they begin to answer this question, as well as other talent measures we look at.

Talent MapsOnce the calibration has been completed, then the talent maps for individuals can be collatedinto one final version (see diagram below). For key roles, as per the example, individuals mayappear on their departmental senior managerstalent map and on a Trust wide one for theirposition

Exceeds expectations

Outstanding

performance against

objectives and

behaviours required

at level

Meets expectations

Meets the

expectations for

performance againstobjectives and

behaviours required

at level

Partially met

expectations

Below meets

expectations against

performance

objectives and

behaviours required

at levelSometimes demonstrates

Shows limited potential to

develop at current level

within three to five years

or shows no motivation/

aspiration to want to

progress

Almost always demonstrates

Demonstrates the potential

and motivation to develop at

current level and to progress

within one to three years

Always demonstrates

Demonstrates the

potential, motivation

and experience to

perform at next level. In

next


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Trust Matron Talent Map

The final collated versions are used to update the Trusts Talent & Leadership Plan. An example

is shown below:

Next Step Director Talent Pool

19 Individuals

We can then see the percentage of individuals in each category, which gives us an indication ofthe depth of our talent pool and identifies issues to be addressed e.g. How likely will we have torecruit externally? What additional development do we need to put in place to help increasepotential (e.g. Further Growth, Lateral Move), or improve performance (Some Concern, to WellPlaced), or can both be addressed with the right secondment or project (ET2 to DT1)

Going forward, taking year 1 as your base line you can record comparative movements to assesswhether the Talent pools are getting deeper e.g. Movement year on year between differentcategories.

It is also useful to record the number of internal promotions and seeing the proportion ofsuccessful applicants who were classified as Ready Nowthis will enable you to revise thecalibration process.

2 individuals

are ready now

to step up atleast 1 Level


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Succession PlansAs with talent maps, you can collate the information from individual succession plans to assessthe overall level of risk that you have for individual departmentsthe risk being that of having nosuccessors for a key role if the current job holder was unable to continue. The percentage ofroles at Red, Amber or Green can then be shown in simple pie-chart form an example is shownbelow:

RAG Rating Succession Key Roles-All Trust

RED30%

AMBER34%

GREEN36%

We can also look at the percentage of coverage for all key roles, by CBU, for different timescalesidentified on the succession plan (see below). These percentages relate to positions on thesuccession plan template where at least onesuccessor is identified i.e. it does not take accountof situations where there is more than one potential successor for a given timescale

Now (0-1 Year)

0 10 20 30 4050

60 70 80 90 100

Med - LTC

ECC

Clinical Services

Family & PH

Cancer

Surgery

Corporate

Coverage Percentage

Musculoskeletal


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Other MeasuresThere are a number of other ways in which you can measure the success of your talentmanagement. These are collectively known nationally as the 4 principles from Spoilt for Choiceare listed below, along with the key measures:

5. For More InformationThe NHS East of England websitewww.eoeleadership.nhs.uk and click on the talent tab toaccess the:

Talent toolkit

Regional Talent Plan

Useful documents/evidence for Talent Management

Links to leadership development programmes and support such as Coaching andLeadership Qualities

360 Feedback

Or contact:

Chris BirbeckDeputy Head of Leadership and Organisational DevelopmentOffice: 01223 [email protected]
http://www.eoeleadership.nhs.uk/http://www.eoeleadership.nhs.uk/http://www.eoeleadership.nhs.uk/mailto:[email protected]:[email protected]:[email protected]://www.eoeleadership.nhs.uk/

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1344004975 GPxL Tm Tools - Manager Staff Itm Guide