The 34 th International Congress on Assessment Center Methods The National Health Service in Wales (UK) Christine Bamford
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2 The 34 th International Congress on Assessment Center Methods The National Health Service in Wales (UK) Christine Bamford Director, Leadership NLIAH Martin Lewis Associate Director, Leadership Development NHS South West (England)
3 Population 3 million Health Budget $8bn 80,000 Employees
4 Highlights Ministerial Target 2006 Target met by 2007
5 Top talent Exec talent Getting our house in order Universal HRM step by step Specific job pools Mid talent or posts Early talent
6 Talent Management & Leadership Development...fitting it all together Talent Pipeline Professional Development National Top Leader Bank NLIAH Development Centers Care to Lead Channel Care to Lead Program Clinical Leadership Development Aspiring Director Programs
7 Key Players: Developing Succession Development Centers Care to Lead Learning Channel & Talent Bank Employers / Line Managers Individuals
8 Care to Lead Portfolio
9 Highlights Development Talent Model Emergency Ready Now 1-2 Years 3-5 Years Time
10 An Innovative approach to Development Centers based on... Ref.
11 NHS Wales Care to Lead Programme Framework Center Group Activity Peer learning and preparation of agreed solution Presentation of results Top Leaders Development Expert Panel impress influence impact Post Center Development Coaching feedback, DVD record and reflection Development Center Pre-work Individual scenario analysis solution planning and feedback Coaching Focus on personal development action plan
12 What is the Care to Lead Development Center? Develops selfawareness Highly effective learning Multi-observer multi-activity Gateway to enhanced development Based on observed behaviors and a coaching model Benchmarking and developmental
13 Leadership Competencies & Behaviors Setting the Direction Seizing the future Intellectual flexibility Broad scanning Political astuteness Drive for results Financial leadership Delivering the Service Leading Change through people Holding to account Empowering others Effective and strategic influencing Collaborative working Personal Qualities Self belief Self awareness Self management Personal integrity Drive for improvement Peer learning
14 Leadership Competencies & Behaviors Case File Group Work Expert Panel Setting the Direction Delivering the Service Personal Qualities
15 Innovation a comprehensive approach Feedback and reflection Feedback from diagnostic processes PDP review & reframe. ManageMentor skills 1:1 coaching & peer e-mentoring Individual Practice work development experiences Recruitment & Selection Development Center & 360 Self analysis and reflection Group Learning to to lead Service Improvement NHS Wales Talent Bank Outcome Evaluation Experiential- learn by working together Action learning impact project Core academic program of blended learning Tutorial coaching and feedback Action learning impact project The Care to to Lead Program Impact on Patient Care Organizational Change and Modernisation National priorities DFL strategies & delivery targets
16 An example of our Leadership Development
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19 My Space
20 Evaluation
21 Talent Bank - Increase in Leadership Effectiveness Independent Evaluation by Real World Group The results are very positive with 95% of survey respondents feeling that the Program had increased their personal effectiveness as a leader.
22 Talent Bank - Return on Investment Target Hit! In CEO vacancies 8 Director vacancies all but one filled by Care to Lead participants
23 Investment vs Recruitment $2 million savings Projected recruitment costs $2.8m Development investment $650,000
24 Investment Costs per Participant Initial development investment $650, participants have completed Care to Lead Talent Bank 38 Top Leaders attended the Apprentice Style development center Average cost per participant circa $4,600
25 Talent Bank Impact on Patient Care Independent Evaluation by Real World Group Percent The program has had a positive impact on the patients that we serve
26 Impact on Patient Care Clinical Teams: Participant comments: The mentoring relationship prompted me to action focused my mind identified change impact on patient services Access to specialist advice championed by Royal College of Nursing Cascaded mentoring to teams within own organization Sue Bale Clinical Leader, Gwent Healthcare NHS Trust This program provided access to mentors outside of our own profession and organization which I found extremely beneficial
27 Personal & Professional Impact on Executive Teams: This program influenced my personal and professional behavior Andrew Goodall Chief Executive, Bridgend & Neath Port Talbot Local Health Boards Gave me insight into how I am perceived by others and how I can finesse my leadership style Abigail Harris Chief Executive, Vale of Glamorgan Local Health Board
28 Personal & Professional Impact on Executive Teams: Understanding teams and how organizations work has impacted on governance in my role of Chair and on my work as a GP Dr Gwyn Roberts GP & Chair Wrexham Local Health Board I think it will affect patients because it s given us the drive to think into the future. We ve talked about patient groups (e.g. mental health and strokes) and how we would drive these forward. There are more intangible things like public engagement, how we can do that best; getting out into communities early not telling them about change but inviting them to contribute
29 Assessment Center Model Case Study Presentation to Panel Panel Interview Assessment Center Matrix Job Job description description and and personal personal specification specification modelled modelled on on LQF LQF
30 Q & A
31
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