Talent Management & Maximising Potential Conversation Tools: Research Evaluation Questionnaire Staff Member Version (v0.9 for Cohort 2 Pilots)
Research Evaluation Questionnaire What are Talent Management and Maximising Potential Conversations? Talent Management and Maximising Potential Conversations are where a staff member reviews (normally with their manager or similar role) where they are now, where they may want to be in the future (current role or new roles) and how best to get there. As part of this pilot it is likely you will use only one of these tools. Occasionally individuals may use both tools, for example you may start with MPC-T and then move onto using the Talent Conversation Tool. Alternatively you may just use the Talent Management Conversation Tool. How do I complete this research questionnaire? We have designed this research questionnaire to review your thoughts and feelings before and after using the conversation tool(s), to gauge the impact the tool(s) have / has on you and potentially for the wider NHS. The questionnaire is anonymous and these findings will help us shape our tools and approach in the future. Who do I give my questionnaire to when completed? Organisational leads to insert instructions of how to submit questionnaires anonymously Any questions on this evaluation approach? Please contact your organisational lead (above) for queries about the tool. For wider questions around the tools and research approach please contact the NHS Leadership Academy TLC & Talent Management Project Manager, who will be happy to discuss these with you. Contact details are: ravi.menghani@leadershipacademy.nhs.uk 07920 502 517 Thank you for your support in reviewing and developing the Talent Management & Maximising Potential Conversation Tools and approach 2
Demographics (Anonymous) Please provide these demographics to help us understand a little more about you. These are kept generic to allow us to keep your response anonymous. Please tick your response: 1.1. Years in current organisation: 1.2. Total years in NHS service: Under 1 year 1 to 5 years 6 to 10 years 11 to20 years 21+ years Under 1 year 1 to 5 years 6 to 10 years 11 to20 years 21+ years 1.3. Banding: Band 1 to 4 Band 5 to 7 Band 8a to 8c Band 8d to 9 Senior Management 1.4. Organisational type: Commissioning Acute provider Community provider LETB Other (state ) 1.5. Staff group: Nursing/Midwifery Allied Health Professional Medical/Dental Healthcare Scientist 1.6. Professional background: Commissioning Admin/Clerical Management HR Other (state ) Nursing/Midwifery Allied Health Professional Medical/Dental Healthcare Scientist Commissioning Admin/Clerical Management HR Professional Other (Accountant) Previous experience with talent conversations Note: Please complete this section before having experienced the Conversation Tool 2.1. In the last 12 months, have you had an appraisal, annual review, development review, or Knowledge and Skills Framework (KSF) development review? 2.2. If Yes to a: Did it help you to improve how you do your job? 2.3. If Yes to a: Did it help you clear objectives for your work? 2.4. If Yes to a: Did it leave you feeling that your work is valued by your organisation? 2.5. If Yes to a: Were any training, learning or development needs identified? Yes No Can t remember Yes No Yes No Yes No Yes No 3
2.6 What help did you get with understanding the concept and tool(s) before having the conversation? Guide provided at least 3 days in advance of the conversation Briefing on Tool(s) provided by manager in advance of the conversation Specific training provided by the organisation No preparation Free text: Other (please specify below) 2.7 What else would have been useful to help you understanding the concept and tools before having the conversation? Free text: As this has been the first time I have used the MPCT, some practical examples from other people who have completed the process would have been useful to assist in specifically what information should be included in the forms to drive the conversation. 2.8 To what extent did you understand the documented material provided to you before having the conversations (e.g. were they clear and jargon free)? easy to understand Mainly easy to understand Partly easy to understand Difficult to understand Please explain your rating/rationale for this 4
Measuring Impact of the Conversation Tool Note complete before and then after: This section will require you to answer the questions both before, and then review again after experiencing the Conversation Tool. This will allow you (and us) to measure the impact of the tool. 3 For each of the statements below, how often do you feel this way about your job? 3.1 I look forward to going to work 3.1.1 Please compete BEFORE (please and explain) 3.1.2 Please compete AFTER (please and explain) Never Rarely Sometimes Often Always Never Rarely Sometimes Often Always A brand new role with new disciplines I have never been involved with previously (and in a newly formed organisation which interacts with the CSU, the embedded team and other NHS organisations) has made me feel that I lack sufficient knowledge, confidence and clarity of what my role, aims and objectives should be. Certain methods, processes and objectives have been d to enable me to actively contribute more in certain roles and responsibilities in my job. For example, service review meetings, locality engagement, Q&P reporting. However, I still have concerns relating to my answer in the before box to the left as to whether this will be enough to develop me to high enough level required to do my job. 3.2 I am enthusiastic about my job 3.2.1 Please compete BEFORE (please and explain) 3.2.2 Please compete AFTER (please and explain) Never Rarely Sometimes Often Always Never Rarely Sometimes Often Always Please see response to 3.1.1 Please see response to 3.1.2 3.3 Time passes quickly when I am working 5
3.3.1 Please compete BEFORE (please and explain) 3.3.2 Please compete AFTER (please and explain) Never Rarely Sometimes Often Always Never Rarely Sometimes Often Always 4 To what extent do you or with the following statements about your job? 4.1 I have clear, planned goals and objectives for my job 4.1.1 Please compete BEFORE (please and explain) 4.1.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor I find it difficult to know when my involvement starts and ends in a given task. There is a risk of duplicating work with others in the team or certain tasks not being done at all. Weekly team meetings in a new format should improve this issue. Following my PDR a little more clarity has been provided but I still sometimes feel there is a lack of understanding as to what input is required from BI and what roles are the responsibilities of the commissioning team. For example devising a survey for GPs regarding direct access to imaging was delegated to BI whereas I assume it to be a Commissioning role with BI support. 4.2 I always know what my work responsibilities are 4.2.1 Please compete BEFORE (please and explain) 4.2.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor Please see response to 4.2.1 Please see response to 4.2.2 4.3 I am trusted to do my job 6
4.3.1 Please compete BEFORE (please and explain) 4.3.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor I feel that the answer to this depends on the nature of the task. If it a task which utilises my previous experience from a finance perspective then I do feel trusted to get on with a given task. Much more assurance provided about this criteria and also the offer of support from my line manager to ensure I continue to develop and be able to take responsibility moving forward. If the task in hand is performance or contract related, I do not feel as trusted to do this area of work as I have a lack of experience in these work streams. 4.4 I am able to do my job to a standard I am personally pleased with 4.4.1 Please compete BEFORE (please and explain) 4.4.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor I with this statement but I often feel concerned that I may miss something out which is important to completing a task. This is borne out of starting a new role and responsibilities and knowing exactly what the requirements and expectations are of me. As left, but my objectives have been d in principle and should ensure this improves further over the next year. 5 How satisfied are you with each of the following? 5.1 The recognition I get for good work 5.1.1 Please compete BEFORE (please and explain) 5.1.2 Please compete AFTER (please and explain) Dissatisfied Neither satis. Nor Satisfied satisfied Dissatisfied Neither satis. Nor Satisfied satisfied My perception of this is that rather than recognition, the feedback I receive from my line manager is always around what I could do better. It would be nice to hear a well done if the circumstances are merited. I do receive recognition for good work from CCG managers and some practice managers. Examples of this relate to procurements and QP support, but the first comment to the left still feels justified. I do receive recognition from others in the wider CCG for a job well done. 5.2 The support I get from my immediate manager 7
5.2.1 Please compete BEFORE (please and explain) 5.2.2 Please compete AFTER (please and explain) Dissatisfied Neither satis. Nor Satisfied satisfied Dissatisfied Neither satis. Nor Satisfied satisfied Support is always available as and when required. This involves impromptu desk discussions when queries arise as well as regular 1:1 meetings. 5.3 The opportunities I have to use my skills 5.3.1 Please compete BEFORE (please and explain) 5.3.2 Please compete AFTER (please and explain) Dissatisfied Neither satis. Nor Satisfied satisfied Dissatisfied Neither satis. Nor Satisfied satisfied Due to a new role and new responsibilities which are vastly different to my previous post, I often feel that my finance skills are not required, therefore remain unused. As per the comments to the left. However, my 14/15 objectives have been d and will provide me with a framework to develop the skills I need to enable me to perform more effectively in my new role. I often feel that I do not possess the requisite skills for my non-finance related responsibilities and they need to be developed much more to allow me to feel as if I can contribute more effectively to the team. 8
5.4 The extent to which my organisation values my work 5.4.1 Please compete BEFORE (please and explain) 5.4.2 Please compete AFTER (please and explain) Dissatisfied Neither satis. Nor Satisfied satisfied Dissatisfied Neither satis. Nor Satisfied satisfied Although not always conveyed to me regularly as an individual, the organisation demonstrates this criteria in department team meetings and full CCG briefings. No change to before. 6 Do the following statements apply to you and your job? 6.1 I am satisfied with the quality of care I give to patients / service users 6.1.1 Please compete BEFORE (please and explain) 6.1.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor N/A N/A 6.2 I feel that my role makes a difference to patients / service users 6.2.1 Please compete BEFORE (please and explain) 6.2.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor N/A N/A 9
6.3 I am able to deliver the patient care I aspire to 6.3.1 Please compete BEFORE (please and explain) 6.3.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor N/A N/A 7 To what extent do you or with the following statements about your immediate manager? My immediate manager gives me clear feedback on my work 7.1.1 Please compete BEFORE (please and explain) 7.1.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor I feel this can be a little ambiguous and inconsistent sometimes. One specific example (there are others) was applying the QP evaluation criteria to reports from Diadem re QP1/QP4 was less robust than for other practices. I therefore feel uncertain and unclear as to what I should be doing at times. As left, but hopefully regular 1:1s will improve my level of understanding and provide me an opportunity to develop a more effective working relationship with my line manager. Measuring impact in terms of Leadership Development 8 To what extent do you or with the following statements about training and career development? 8.1 There are opportunities for me to develop my career in this organisation. 8.1.1 Please compete BEFORE (please and explain) 8.1.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor Not in a sense of promotion/upgrades as the CCG is a very small organisation. However there are always opportunities for personal development within the CCG. As left. However, the items identified in my 14/15 objectives may provide me with the skills I need to work more effectively. 10
8.2 The person I report to creates opportunities for my professional growth. 8.2.1 Please compete BEFORE (please and explain) 8.2.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor Due to the NHS reconfiguration and a complete change of role - there are plenty of opportunities for professional growth within my new remit. Due to the NHS reconfiguration and a complete change of role - there are plenty of opportunities for professional growth within my new remit and some of these have been d in the 14/15 PDR process. 8.3 I am able to access the right learning and development materials when I need to. 8.3.1 Please compete BEFORE (please and explain) 8.3.2 Please compete AFTER (please and explain) Dis Neither nor Dis Neither nor Learning and development opportunities and needs are largely around on the job training needs to develop experience and knowledge from other people in the CCG. As left, but there have been opportunities identified for external training course on Influencing Skills which is important in service review meetings and locality engagement. Note: Please complete the following questions after having experienced the Conversation Tool(s). 8.4a Did the Conversation Tool(s) help you to identify your development needs and any opportunities for your current role (such as local, regional and national development programmes)? Yes No Development needs and opportunities partly identified Please us this space to detail any development needs identified: Influencing Skills Confidence Building 8.4b Did the Conversation Tool(s) help you to identify your development needs and any opportunities for a future or aspirational role (such as local, regional and national development programmes)? Yes No Development needs and opportunities partly identified Please us this space to detail any development needs identified: 8.5a As a result of the conversation do you feel that you now have access to the development 11
opportunity (or opportunities) that you need for your current role? Yes No Development needs partly satisfied If you answered Yes or Development needs partly satisfied to the above, then please identify whether the opportunities, course(s) or programme(s) were local, regional or national (please tick all that apply): Local Regional National Please specify the name(s) or details of the development opportunities, course(s) or programme(s) below: Influencing Skills at PCC Confidence Building TBC JD to investigate training providers 8.5b As a result of the conversation do you feel that you now have access to the development opportunity (or opportunities) that you need for a future or aspirational role? Yes No Development needs partly satisfied If you answered Yes or Development needs partially satisfied to the above, then please identify whether the opportunities, course(s) or programme(s) were local, regional or national (please tick all that apply): Local Regional National Please specify the name(s) or details of the development opportunities, course(s) or programme(s) below: 8.6 As a result of the conversation have you been identified for a more senior post, or even a stretch opportunity, in the future? Yes No N/A (other posts not currently being pursued) If you answered No then were you identified for another post that is more suited to you current interests or circumstances? : Yes No N/A If applicable please explain your answer below: 12
Using the Healthcare Leadership Model Note: Please complete the following questions after having experienced the Conversation Tool(s). 9.1 Did you use the Healthcare Leadership Model in preparation for your Talent / Maximising Potential Conversations? Yes No if you answer No to this question please let us know why you did not refer to the Healthcare Leadership Model in the space below, then move onto Question 4.5 on the next page 9.2 If you answered Yes to the question above, did you feel using the Healthcare Leadership Model added value? Yes No N/A Please use the space below to explain your Not sure. The model asked me to consider my role over the past 12 months with reference to the 9 dimensions of leadership. Although I broadly understand the purpose of the model, I found it difficult to apply to my role which is not a leadership post. I could give examples of what I had done to justify my response to each dimension which acted as a prompt to consider my contribution over the past 12 months. 9.3 Did using the Healthcare Leadership Model support individuals to understand their behaviours and what behaviours are expected in their role Yes No N/A Please use the space below to explain your I found it difficult to understand whether my behaviours in each specific task are as expected as I was asked to give examples of what I did for each of the 9 dimensions. I found it difficult to say what behaviour I used to achieve the examples of work provided. I think this is mainly due to using the Model for the first time. 13
9.4 Was the Guidance for using the Healthcare Leadership Model within Talent / Maximising Potential Conversations helpful? Yes No N/A Please use the space below to explain your I found it difficult to apply the theory into a PDR discussion and to provide responses that were relevant to the purpose being asked about. 9.5 Did you feel the Healthcare Leadership Model was signposted adequately within the conversation tools guidance? Yes No Please use the space below to explain your Improving the Conversation Tools and approach Note: Please complete this section after having experienced the Conversation Tool(s). 10 Which Conversation Tool(s) did you use as part of the pilot (please tick all that apply)? Talent Development Conversation Tool Maximising Potential Conversation Tool 14
11 As part of the Conversation Tool we provided you with information on how to have an effective conversation with your staff. Would you have found it beneficial to have a webpage with resources such as: More varied information on having a conversation Example videos of how a good maximising potential conversation looks Hints and tips for preparing for your conversation before you have the conversation with your manager? Yes No Please use this space to explain your A useful addition to the process would be to see some real examples of what responses should be included in the forms. This would prompt some more meaningful discussions into PDR process and would have allowed me to better understand the principles of the process more fully. 12 Please use this page to add any further details on your responses to the questions above or wider comments that can help us: Free text: I have found 2013/14 the most challenging year I have ever experienced in my career due to national NHS reconfiguration, new organisations beginning to work together and for me a brand new role for which I feel I lack some significant skills to allow me to do my job confidently and effectively. I have only partially met my objectives from last year, which was in part due to the time taken to fully establish the CCG BI team and also for me to recognise where the boundaries lie in the responsibilities between different functions and organisations. Furthermore, much of my role is new and there has been a huge learning curve in a significant number of my roles and responsibilities, for example locality engagement, supporting the commissioning team with pathway redesign and a significant number of procurements. After consideration of my experience over the past 12 months, I have realised that I have developed my knowledge and experience in a number of different areas - completely outside my comfort zone - and away from my core finance skills. I also recognise that I have significant areas which need to be developed and I need to ensure I achieve these development needs in a structured format. Whilst the PDR process has given me a little more clarity about where the boundaries and responsibilities lie between new NHS organisations, the roll out of the Hull 2020 strategy feels like it will further complicate who and what my role will support moving forward. This questionnaire that we have been asked to complete is positive in as much as it has allowed me to respond honestly as to how I feel current issues have - and are affecting me at the moment. Thank you for helping us to evaluate our Talent Management & Maximising Potential Conversation Tools and approach 15
Equality Monitoring Form To enable the Talent Management team to collate accurate data, please complete the following questions by ticking the appropriate box for each category. Organisation type Acute Ambulance service Foundation Trust Mental Health Community Trust Commissioning Organisation Independent sector National Other If other, please specify here Level of role Front line employee Junior Manager/Supervisor/Team Leader Middle Manager Senior Manager Non-Executive Director/Chair Executive Director/CEO Other If other, please specify here BI function Region National organisation NHS North of England NHS Midlands and East NHS London NHS South of England Other If other, please specify here 16
Gender Male Female Do not wish to disclose Gender identity: Are you now or have you ever defined your self as Trans? No Yes Do not wish to disclose Sexual orientation: I identify as: Lesbian Gay Bisexual Heterosexual (Straight) Do not wish to disclose Do you consider yourself as having a disability? Yes No Do not wish to disclose If yes, please give details here Ethnicity: I would describe my ethic origin as: Asian or Asian British Asian or Asian British Bangladeshi Asian or Asian British Indian Asian or Asian British Pakistani Chinese Any other Asian background Black or Black British Black or Black British African Black or Black British Caribbean Black any other background Mixed Mixed White and Asian Mixed White and Black African Mixed White and Black Caribbean Any other Mixed background White White British White Irish Any other white background Other Any other ethnic group Do not wish to disclose Religion or belief Atheism Buddhism Christianity Hinduism Islam Jainism Judaism Sikhism Other Do not wish to disclose Age Under 24 25-34 35-45 46-55 56-65 66+ Do not wish to disclose 17