The Midlands and East Regional Talent Board

Transcription

1 The Midlands and East Regional Talent Board

2 Foreword Nurturing talent goes to the heart of making sure the NHS develops the right leadership capability to serve future generations of patients and communities. It is also imperative to supporting NHS staff, ensuring they have the senior leadership they both need and deserve. Our vision is of an NHS workforce in which everyone has the opportunity to fulfil their potential. Our ambition for the first Regional Talent Board in England is that we can start to identify, develop, support and deploy leaders at all levels much more effectively. Aspire Together will help to deliver compassionate, inclusive leadership, which is key to a high quality and sustainable health and care system. While the board itself gives impetus to the work, Aspire Together is very much by the region for the region. Engagement is a huge part of our remit, and we will only get this kind of culture change right if we all work together in partnership. As we reflect on 70 years of our amazing NHS, it is also right that we look ahead to how we best future-proof our leadership capability for generations to come. We look forward to working with you to make it happen. Nick Carver CEO at East and North Hertfordshire NHS Trust and Chair of the Midlands and East Regional Talent Board

3 Our vision is one where talent management is owned and valued by the whole system. Instead of talent management practices that are siloed within individual NHS organisations, Aspire Together will reach beyond traditional boundaries. 3

4 Our vision Instead of competing amongst each other for talent; collaboration between organisations will become a unifying hallmark supported by clear and accessible information on the regional talent pipeline, as well as vacancy demand. What s more, organisational best practice will be embedded so that all organisations are able to improve their talent management capability and capacity so that everyone benefits. It s a bold ambition which recognises that talent management practice within the NHS has long fallen short of the scale, coherence and consistency that is needed. Eventually we envisage this approach incorporating other sectors and employers too, for example social care. But right now we are starting with NHS organisations. Through Aspire Together, we are committed to: 1. Shifting the culture to one of collaboration We want to see a culture where talent management is owned and valued by the whole system, and where NHS organisations are collaborating rather than competing amongst themselves for talent. This is a culture where staff at every level can see opportunities to fulfil their potential. 2. Creating a diverse talent pool of future senior leaders At the same time, we want to see a more systemised approach to how we nurture our aspiring senior leaders. Individuals will have the opportunity to become part of a regional talent pool with rigour, consistency and transparency at its heart. This will give organisations a quality assured pool of candidates from which to select when appointing to board and governing body level posts. 3. Ensuring visibility of talent across the region We need to better understand the leadership potential within the system, and showcase that to organisations across the NHS. This means developing robust data. We want to see a much better balance between demand (immediate and predicted vacancies) and supply (the individuals available and their readiness to fill posts).

5 3 in 5 NHS organisations in the Midlands and East have at least one board or governing body vacancy 6 of the current board-level vacancies in providers have been open for 18 months or longer 37% of current senior-level vacancies in CCGs were last substantively filled between 12 and 18 months ago Only 7% of Very Senior Managers (VSMs) in the region s providers are from BME backgrounds

6 The case for change A number of factors point to the pressing need for change not least the difficulty we have in filling key positions with any level of confidence or certainty, the high vacancy rates at board and governing body level, an over reliance on interim staff and the poor diversity of our senior leadership cadre. It is fair to say that the current piecemeal approach to talent management is not serving our staff in the NHS or its patients as well as it could be. Individuals are often unsupported in their efforts to build their career, with appointments made as the result of a market driven process, where chance plays a large part in the outcome. The net result is that NHS organisations end up competing with each other for a talent pool they have very little visibility of. We also know that when talent management is made a strategic priority within organisations, there are benefits to staff engagement, retention rates and patient care.

7 Aspire Together takes its lead from Developing People: Improving Care, the nationally agreed framework for developing improvement and leadership capability in the NHS. Launched in 2016, Developing People: Improving Care sets out five conditions for success. One of these is to equip leaders to develop high quality health and care systems in partnership, collaborating with partners across boundaries to achieve system goals. Another is to ensure compassionate, inclusive and effective leaders at all levels. The Midlands and East Regional Talent Board the first of its kind in the country aims to bring these conditions to life. The board first met formally in March 2017, and since then it has been developing Aspire Together s programme of work. This has included factoring in sufficient opportunity for engagement and testing across the region. We recognise that this kind of culture shift doesn t happen overnight and so we are starting in the areas of greatest need and where we think we can make the biggest impact. We will be providing updates on the different areas of work and how you can get involved on a regular basis. Our primary focus, in terms of new process, is establishing the Aspire Together talent pool.

8 Our initial priority is establishing a quality assured pool from which we can fill executive director posts. The pool will contain both aspirant directors ready to take up their first board or governing body post, as well as existing directors keen to progress their careers. In both cases, the individuals will be judged ready now for senior roles. A successful talent pool will deliver the following benefits: A collectively agreed and understood description of what good looks like at executive director level. More diverse board, governing body and senior leadership shortlists leading to a more diverse senior leadership community. A reduction in time to fill posts and a reduction in costs for those recruiting in the region specifically a reduced use of commercial executive search firms. A clearer picture of the region s executive director and aspiring executive director level talent. An aspirant and executive director community whose career development and ambitions are supported in a much more systematic, effective and inclusive way. We have commissioned the support of industry experts Korn Ferry to help us design a rigorous talent pool approach, including the design of a gateway assessment process and role success profiles. The initial design has been informed by the views of system leaders across the region and beyond, and from national best practice across a range of sectors and industries. The first tranche of aspiring executive directors will go through the gateway assessment process in autumn We are working to ensure that the approach is responsive to the current landscape and pays attention to changes and likely future need.

9 Design and timeline Historically, the NHS has been ineffective on a systematic basis at (a) identifying talent, and (b) linking it to opportunity. Balancing supply and demand is what other sectors do really well, and it has been a key issue for consideration in designing the talent pool process. Aspire Together will ensure that the identification of executive-level talent is seamlessly connected to the posts we need to appoint to, and that we collectively own the process by which those career moves are made. Strategic engagement with system leaders to inform the design Complete Success profiles and gateway process June 2018 designed and refined Assessment centre first tranche November 2018 Programme of future assessment dates confirmed and communicated November 2018 Engagement with system continues to shape development of process What about existing directors? We are also working with Korn Ferry and system stakeholders to co-design a streamlined approach that will enable established executive directors who are already in post and seeking a new role to enter the talent pool. We will share further details about this very soon.

10 A number of key stakeholders across the system have already engaged with Aspire Together to shape the approach. To ensure that this is truly a solution which is co-designed across the region, we need to hear your views, insights and challenges. We are grappling with some big issues relating to design, scale and culture, whilst recognising that we need to start somewhere for genuine change to become a reality. It s a big ambition, but we are confident we can achieve it, together. There are several ways you can engage with the talent pool development and Aspire Together more broadly, including joining us at workshops across the region and getting in touch directly to share your thoughts: Aspire.Together@nhs.net Join the conversation on Twitter: #AspireTogetherNHS

11 Amanda Gadsby Senior Programme Lead Midlands and East Regional Talent Board NHS Leadership Academy Amanda Rawlings Human Resources Director Derbyshire Community Health Services NHS FT & Derbyshire Healthcare NHS FT Amanda Sullivan Accountable Officer Mansfield & Ashfield and Newark & Sherwood CCGs Carole Dehghani Accountable Officer NHS Corby and Nene CCG Clare Panniker Chief Executive Officer Basildon & Thurrock NHS FT, Mid-Essex Hospitals NHS Trust and Southend University Hospital NHS FT Dale Bywater Executive Regional Managing Director Midlands and East NHS Improvement Danielle Oum Chair Walsall Healthcare NHS Trust David Farrelly Regional Director Health Education England David Sissling Senior Leadership Advisor NHS Improvement Doyin Atewologun* Inclusion Advisor Hein Scheffer Human Resources Director Herts, Beds and Luton CCGs Ian Hall Head of Service Improvement Midlands and East NHS Improvement Who s who The Regional Talent Board Jagtar Singh Chair Coventry and Warwickshire Partnership NHS Trust Karen Bloomfield Director, Head of Leadership East of England Leadership Academy Karen Martin Chief Information and People Officer University Hospitals Coventry and Warwickshire NHS Trust Lynne Wigens Regional Chief Nurse Midlands and East NHS England Martin Hancock National Head of Talent Management NHS Leadership Academy Nick Carver Chief Executive Officer East and North Hertfordshire NHS Trust and Chair, Midlands and East Regional Talent Board Nicky Hill Human Resources Director Nottingham University Hospitals NHS Trust Paul Maubach Accountable Officer Dudley CCG Paul O Neill Director East Midlands Leadership Academy Paul Watson Regional Director NHS England Paula Clark Chief Executive Officer University Hospital of the North Midlands NHS Trust Rashmi Shukla Regional Director Public Health England Richard Kirby Chief Executive Officer Birmingham Community Healthcare NHS Foundation Trust Roger Kline* Inclusion Advisor Sally Scales Associate Director, Head of Executive Search NHS Leadership Academy Sam Hepplewhite Accountable Officer North East Essex CCG Sonia Swart Chief Executive Officer Northampton General Hospital NHS Trust Steve Morrison Regional Director of HR and OD Midlands and East NHS England Sue Harris Director West Midlands Leadership Academy Theresa Nelson Chief Officer for Workforce Development Birmingham Children s & Women s Hospital NHS FT Tom Simons Chief People Officer East and North Hertfordshire NHS Trust Tracy Allen Chief Executive Officer Derbyshire Community Health Services NHS FT * Advisory role

12 Supporting Organisations: Department of Health and Social Care NHS Improvement Health Education England NHS Leadership Academy NHS England Public Health England National Institute for Health and Care Excellence Care Quality Commission Skills For Care Local Government Association NHS Providers NHS Clinical Commissioners NHS Confederation Join the conversation on Twitter: #AspireTogetherNHS