SPONSORSHIP PROGRAMME

Transcription

1 SPONSORSHIP PROGRAMME FOR FEMALE AND BAME TALENT IN T HE NHS Additional information for sponsors and sponsees FFF and EY September 2017

2 OBJECTIVES OF THIS PACK TO OUT LINE T HE SPONSORSHIP PROGRAMME, ITS PURPOSE AND OBJECTIVES DEFINE T HE BENEFITS FOR T HE ORGANISATION, T HE SPONSEE AND T HE SPONSOR WHAT DOES T HE PROGRAMME INVOLVE? TO DEFINE T HE ROLE OF A SPONSOR AND A SPONSEE TO OUT LINE T HE ST EPS FOR SPONSEES TO GET T HE MOST OUT OF T HE PROGRAMME TO OUT LINE T HE ROLE OF T HE SPONSORSHIP GUARDIAN TO SET EXPECTATIONS ON WHO SHOULD BE SPONSORED AND HOW SPONSEES SHOULD BE SELECT ED

3 CONTENTS WHAT IS SPONSORSHIP? T HE DIFFERENCE BET WEEN SPONSORSHIP AND MENTORING WHAT ARE WE T RYING TO ACHIEVE? T HE IMPACT OF SPONSORSHIP WHO SHOULD BE SPONSORED? T HE SPONSOR RELAT IONSHIP T HE ROLE OF T HE SPONSEE T HE ROLE OF T HE SPONSOR T HE ROLE OF T HE SPONSORSHIP GUARDIAN T HE BENEFITS FOR SPONSORS WHY WE NEED A SPONSORSHIP PROGRAMME I NEED A SPONSOR WHAT DO I DO NEXT? I WANT TO BE A SPONSOR WHAT DO I DO NEXT? WHERE TO GO FOR FURT HER INFORMAT ION ABOUT SPONSORSHIP

4 THE DIFFERENCE BETWEEN SPONSORSHIP AND MENTORING T HE DIFFERENCE BET WEEN A mentor AND A sponsor IS T HAT A SPONSOR INTERVENES AND PUTS T HEIR OWN REPUTATION ON T HE LINE. A MENTOR IS IN T HE ROOM WIT H YOU, WHILE A SPONSOR IS IN T HE ROOM WHEN YOU ARE NOT T HERE. MENTORING Passive and supportive May be in the same organisation or may be external Provides guidance and advice on specific situations or learning opportunities at work May coach the mentee through problems or concerns Gives insight into how to navigate the organisation and build relationships SPONSORSHIP Proactively intervenes Is in the same organisation and has some influence over the sponsee s work and career Advocates for them to be given career enhancing opportunities Provide opportunities for the sponsee to connect with influential others Advises on career choices Gives specific feedback and guidance on executive presence The sponsor may also perform some of the same functions as a mentor but the sponsorship role extends beyond the limits of the mentor role

5 WHAT IS SPONSORSHIP? GENUINE SPONSORSHIP MEANS AN EXISTING LEADER GRABBING T HE WRIST OF A PERSON YOU KNOW YOU CAN STAKE YOUR REPUTATION ON, PUSHING THE DOOR OPEN, BRINGING T HEM IN, SIT TING T HEM SAYING ROUND T HE TABLE, AND BASED ON WHAT YOU KNOW OF ME AND YOUR UNDERSTANDING OF MY REPUTATION, GIVE THIS PERSON AN OPPORTUNITY. Deborah Harris Non-executive director, Whittington Health Trust

6 WHAT ARE WE TRYING TO ACHIEVE? T HROUGH T HE SPONSORSHIP PROGRAMME, WE ARE COMMIT ED TO: IDENTIFY DIVERSE TALENT Locate high performing and high potential individuals from underrepresented groups and encourage their application for suitable senior role. RETAIN DIVERSE TALENT WITHIN NHS FINANCE INTO LEADERSHIP Provide targeted support, feedback, coaching and advocacy for individuals to progress and to stay within NHS Finance REMOVE AND/ OR AVOID BARRIERS TO PROGRESSION Understand the specific barriers faced by individuals and help them to navigate these or help to remove them altogether DEVELOP BOTH SPONSORED EMPLOYEES AND THEIR SPONSORS Build the skills and personal brand of sponsored employees as well as the skills and insight of leaders within NHS Finance Initial roll out of the programme is aimed at female and/or BAME members of staff who are already working at Band 8a or above. However the tools and resources are available for anyone to use if they feel they can benefit from a sponsorship relationship so no group or individual is excluded. FFF plan to encourage wider roll-out and participation in the programme in the future as part of our continuous promotion of diversity.

7 WHAT DOES THE PROGRAMME INVOLVE? SPONSORSHIP RESOURCE PACK Workbooks for the sponsor and sponsee to help both get the most from the programme SPONSORSHIP MEETINGS CHECK IN POINTS Six-monthly conversations with sponsorship guardian to ensure the programme is on track for participants The core activity of the programme Regular meetings between sponsor and sponsee OT HER LEARNING OPPORT UNITIES FFF sponsorship and access to peer group support

8 THE IMPACT OF SPONSORSHIP EXT ERNAL GUIDANCE ON INCREASING FEMALE AND BAME REPRESENTATION IN LEADERSHIP CIT ES SPONSORSHIP AS A KEY FACTOR IN PROGRESSING TO SENIOR ROLES 1,2 Research demonstrates that having a sponsor behind them develops employees confidence to ask for career options and personal benefits - for example increasing the likelihood that they will ask for a stretching assignment 3. Sponsorship not only has a positive impact on an individual s career progression, but also on the wider organisation and on those who act as sponsors 4. Sponsorship relationshvips can increase retention, performance and give insight into existing organisational or team issues. They can also help sponsors to develop a loyal cadre of talented employees that have the skills to take on future leadership roles. In 2014 EY s award winning Career Watch employee sponsorship programme, which is targeted at high performing female and BAME talent, was recognised in 2014 for its contribution to building a diverse leadership pipeline. EY showed that compared to individuals not taking part in the programme: IMPROVED OR MAINTAINED T HEIR PERFORMANCE RATING (COMPARED TO 39%) WERE PROMOT ED (COMPARED TO 22%) WERE RETAINED BY T HE FIRM (COMPARED TO 70%) 1. Parker (2016). Beyond One by 21: A report into the ethnic diversity of UK boards 2. Gadhia (2016). Empowering productivity: Harnessing the talents of women in financial services 3. Hewlett, Peraino, Sherbi & Sumberg (2010). The Sponsor Effect: Breaking Through the Last Glass Ceiling 4. Foust-Cummings, Dinolfo & Kohler (2011). Sponsoring women to success

9 THE SPONSORSHIP RELATIONSHIP WHAT A SPONSOR DOES Goes out on a limb on their sponsee s behalf Advocates for next promotion Provides air cover SPONSOR WHAT A SPONSEE SPONSEE DOES Delivers in exceptional ways Is trustworthy/loyal and can be counted on Brings a distinct personal brand and grows scope and span

10 WHO SHOULD BE SPONSORED? EMPLOYEES ARE ELIGIBLE TO APPLY FOR T HE PROGRAMME IF T HEY: ARE FEMALE AND/OR BAME HAVE AT LEAST ONE YEAR S EXPERIENCE AT BAND 8A OR ABOVE ASPIRE TO BECOME A FINANCE DIRECTOR OR CHIEF FINANCE OFFICER OR EQUIVALENT LEVEL POSITION Our data tells us that female and BAME employees are underrepresented in senior finance roles, and we know that band 8 is often where retention and the pace of progression drops. The programme is aimed at employees who aspire to progress from this level to become senior leaders, and while we recognise this will not be the case for all individuals, we encourage those who are eligible to discuss applications with their organisation. COULD BE ELIGIBLE FOR PROMOTION WIT HIN T HE NEXT 2 3 YEARS. T HIS SHOULD BE DISCUSSED AS PART OF YOUR APPRAISAL PROCESS. Sponsorship is a privilege that has to be earned. Organisations taking part in the sponsorship programme should ensure that they have a fair, equal and open process in place to identify the right female and BAME employees to be sponsored.

11 THE ROLE OF THE The sponsee is: SPONSEE A HIGH POT ENTIAL EMPLOYEE WIT H AT LEAST ONE YEAR OF EXPERIENCE AT BAND 8A OR ABOVE LIKELY TO BE ELIGIBLE FOR PROMOTION IN T HE NEXT 2-3 YEARS (IDEALLY DETERMINED BY YOUR ORGANISATIONAL APPRAISAL/TALENT PROCESS) AND ASPIRES TO BE A FINANCE DIRECTOR OR CHIEF FINANCE OFFICER OR EQUIVALENT FEMALE AND/OR OF BLACK, ASIAN OR MINORITY ET HNICITY SOMEONE WHO DEMONSTRAT ES STRONG COMMIT MENT TO T HEIR ROLE AND T HEIR SPONSOR IS OPEN AND HONEST IS DISCUSSING T HEIR CAREER ASPIRATIONS, PERFORMANCE AND DEVELOPMENT WIT H T HEIR SPONSOR SOMEONE WHO TAKES T HE INITIATIVE TO BUILD T HE SPONSOR RELATIONSHIP SOMEONE WHO PROACTIVELY SEEKS FEEDBACK FROM T HEIR SPONSOR AND OT HERS A LISTENER WHO PRACTICES REFLECTION OPEN TO STRETCH OPPORTUNITIES AND APPROACHES T HEM WIT H ENT HUSIASM TRUST WORT HY AND ACTS WIT H INTEGRITY A PROMOTER OF T HEIR SPONSOR S VALUES AND GROWS T HEIR SPONSOR S LEGACY

12 THE ROLE OF THE SPONSOR The sponsor is a senior leader working at Finance Director or equivalent level who: IS LIGHT TOUCH BUT HIGH IMPACT HAS FAIT H IN T HEIR SPONSEE S ABILITY AND TELLS OT HER INFLUENTIAL COLLEAGUES ABOUT T HIS WHEN T HE SPONSEE IS NOT IN T HE ROOM CONNECTS T HEIR SPONSEE TO OT HER SENIOR LEADERS PROVIDES T HEIR SPONSEE WIT H ACCESS TO ST RETCH OPPORT UNITIES AND T HE RESOURCES T HEY NEED TO SUCCEED PROT ECTS AND SUPPORTS T HEIR SPONSEE BY PROVIDING AIR COVER ADVOCAT ES FOR T HEIR SPONSEE S NEXT PROMOTION GIVES T HEIR SPONSEE FRANK, OPEN FEEDBACK ON T HEIR PERFORMANCE AND T HEIR PRESENCE BUILDS T RUST AND CREAT ES TIME TO REGULARLY MEET WIT H T HEIR SPONSEE UNDERSTANDS T HE BENEFITS OF T HE SPONSORSHIP RELATIONSHIP, BOT H FOR T HE SPONSEE AND T HE SPONSOR BUILDS A PIPELINE OF DIVERSE TALENT ACROSS T HE PATCH

13 THE ROLE OF THE SPONSORSHIP GUARDIAN When you start your sponsorship relationship we recommend that both parties jointly identify a sponsorship guardian. In most sponsorship relationships everything runs smoothly, however, unanticipated circumstances can arise and it s wise to put in place a means to ensure that the sponsorship continues positively in this situations. A sponsorship guardian can help with this and should: BE OF AN EQUIVALENT SENIORITY IN T HE ORGANISATION TO T HE SPONSOR AND BE WILLING TO REVIEW T HE SPONSOR GUIDE SO T HEY UNDERSTAND T HE ROLE OF T HE SPONSOR. IN T HE EVENT T HAT T HE SPONSOR LEAVES T HE ORGANISATION BEFORE T HE T WO YEAR PROGRAMME HAS CONCLUDED, T HE GUARDIAN WILL ACT AS T HE INTERIM SPONSOR AND ENSURE T HAT T HE NEW, INCOMING SPONSOR (WHO FILLS T HE VACANCY) IS BROUGHT UP TO SPEED. CONDUCT A PERIODIC CHECK-IN WIT H T HE SPONSOR AND SPONSEE TO UNDERSTAND WHET HER T HE RELATIONSHIP IS ON TRACK, AND HELP TO RESOLVE ANY ISSUES IF T HEY ARISE

14 THE BENEFITS FOR SPONSORS Finance Director level sponsors can also get significant value from the process, as sponsoring employees can: GIVE SPONSORS NEW INSIGHTS AND KEEP T HEM UP TO DAT E DEVELOP LOYAL INDIVIDUALS WHO PROMOTE A SPONSOR S LEGACY AND VALUES ALLOW SPONSORS TO BUILD AND DEVELOP T HE PIPELINE FOR FUTURE LEADERSHIP POSITIONS I have gained so much valuable feedback on how our organisation works and some of the hidden barriers for underrepresented groups. And I have a group of loyal protégés who I know have my back. Sponsor, EY sponsorship programme

15 WHY DO WE NEED A SPONSORSHIP PROGRAMME? Data suggests that diverse talent is less likely to Graph showing the percentage of NHS Finance progress a career in NHS Finance and take on employees that are female, by AfC band* more senior roles. In 2015, the FSD / HFMA staff census showed that while 62% of the NHS Finance 80% 60% 40% workforce was female, only 26% of Director level positions were held by women. Similarly, while BAME employees made up 14% of the 20% 0% Director VSM Band 9 Band 8d Band 8c Band 8b Band 8a Band 7 Band 6 Band 5 Band 4 Band 3 Band 2 Band 1 Total workforce, only 3% of Directors were BAME. When looking at the breakdown by band, the Graph showing the percentage of NHS Finance employees that are BAME, by AfC band* data shows that the proportion of female and 20% BAME employees drops below the average 10% for the whole workforce at manager level (band 7 for women and band 8b for BAME). 0% Director VSM Band 9 Band 8d Band 8c Band 8b Band 8a Band 7 Band 6 Band 5 Band 4 Band 3 Band 2 Band 1 Total *FSD/HFMA census data, 2015

16 WHY DO WE NEED A SPONSORSHIP PROGRAMME? Future Focused Finance aims to address this imbalance at leadership level through a range of mechanisms, and the proposed sponsorship programme is one of these. Sponsorship is a natural part of how organisations operate and sponsorship relationships develop informally. Research suggests that individuals from underrepresented groups may be less likely to be able to access this informal support, which can impact their career progression. Therefore the introduction of targeted sponsorship is not positive discrimination, it is about levelling the playing field. Sponsorship is different from mentoring (see page 7 for more detail). 100% 80% 60% 40% 20% 0% Graph showing split of female and BAME employees across NHS Finance and at Director level* 100% 80% 60% 40% 20% 0% Director Level Total Director Level Total Male Female Prefer Not Disclose BAME White British *FSD/HFMA census data, 2015

17 I WOULD LIKE TO HAVE A SPONSOR WHAT DO I DO NEXT? I T HINK I WOULD LIKE TO HAVE A SPONSOR WHAT DO I DO NEXT? It s a really positive step to decide that you would like to have a sponsor and we will do all we can to support you. The next step is to review the Sponsee Self-Assessment and Guide [add link] which will help you to determine whether a sponsor is the right next step for you and also help you to identify your potential sponsor and how to approach them. Once you have completed the self-assessment and have reviewed the guide you ll have the tools you need to start your sponsorship relationship. However, if you need a little more help then these are available and the last page of the guide provides details of the options and resources so you can choose the ones that best suit you. If, after the self-assessment, you find that sponsorship is not the right next step then there are other options that you can use for development. These include coaching and mentoring but also many others. Speak to your local FSD Lead about what you want to achieve and find out what is available in your regions and how they can support you!

18 I WOULD LIKE TO BE A SPONSOR? WHAT DO I DO NEXT? I T HINK I WOULD LIKE TO HAVE A SPONSOR WHAT DO I DO NEXT? It is great that you want to be a sponsor and thank you! The next step is to self-assess whether you can offer a sponsee what they will need. To help you do this we have developed the Sponsor Self Assessment and Guide. [add link to guide here]. Review the guide and assessment and if you still feel that you are able to provide a sponsee with opportunities and support as their sponsor then follow the steps in the guide to sign up to the programme and encourage potential sponsees to approach you and ask you to sponsor them. If it turns out that being a sponsor isn t the right role for you then there are still things that you can do to support diversity through mentorship or coaching and we d encourage you to talk to your local workforce development team about how you can promote diversity in your own organisation.

19 WHERE TO GO FOR FURT HER INFORMAT ION ABOUT SPONSORSHIP FOR ADDITIONAL INFORMATION ON T HE NAT URE AND IMPACT OF SPONSORSHIP YOU CAN READ T HE FOLLOWING PAPERS: There are two case studies in this document on sponsorship programmes: Club_Reports/The_Needle_Starts_to_Shift_ CaseStudies_Nov15_10.pdf SPONSORING WOMEN TO SUCCESS, Heather Foust-Cummings, Sarah Dinolfo & Jennifer Kohler WHAT ARE MENTORING AND SPONSORING AND HOW DO T HEY IMPACT ORGANIZATIONS? Cao, J. & Yang, Y. (2013). Retrieved May 2017 from Cornell University, ILR School site: T HE SPONSOR EFFECT: BREAKING T HROUGH T HE LAST GLASS CEILING, Sylvia Ann Hewlett, with Kerrie Peraino, Laura Sherbin, and Karen Sumberg, Center for Work-Life Policy, If you have specific queries or would like any additional information on the programme, please contact the Future Focused Finance team at: futurefocusedfinance@nhs.net