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NHS Talent management conference  29 th  June 2009
Agenda  <ul><ul><li>Introduction to Jackson Samuel  </li></ul></ul><ul><ul><li>Update on the talent management toolkit pro...
Introduction to Jackson Samuel
The work we do… <ul><ul><li>Founded in 2004, Jackson Samuel is  a specialist consulting and executive search firm </li></u...
Our clients and the type of work we have done with them Leadership development  & coaching Change management & organisatio...
Our research From Compliance To Commitment: Bringing Talent Management  Processes To Life The Golden Few Lessons in talent...
From compliance to commitment <ul><li>In 2007 we published an in-depth investigation into talent management, researching 5...
The golden few <ul><li>Last year we published a report on how some of this country’s best known and most respected enterpr...
Talent management toolkit – progress update
The scope of the project – ‘spoilt for choice’ <ul><ul><li>To build a toolkit for the London SHA trusts which includes a r...
The project team  <ul><ul><li>Trust project leads  </li></ul></ul><ul><ul><li>Diane Odling Smee – N Middlesex  </li></ul><...
The 4 key phases of the project  <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><li>Definition of...
What we have done so far  <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><ul><li>Selected the NHS...
Phase 1 – still to do  <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><ul><li>Establish the talen...
Phase 2 – to do  <ul><ul><li>Definition of project plan </li></ul></ul><ul><ul><ul><li>Produce the detailed project plan <...
Phase 3 – to do  <ul><ul><li>Design and delivery of toolkit </li></ul></ul><ul><ul><ul><li>Gather and review  best practic...
Phase 4 – to do  <ul><ul><li>Design and delivery  of communication materials </li></ul></ul><ul><ul><ul><li>Agree principl...
How can you get involved and keep up to date? <ul><ul><li>Help us to understand you needs as an end user by visiting our s...
Getting started on your talent management strategy and plan
A reminder for some – mindsets first! Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson ...
The phases of the project align with this model <ul><ul><li>Mindsets </li></ul></ul><ul><ul><li>Infrastructure </li></ul><...
Understand the mindsets of your leadership and  your team Source: ‘From Compliance to Commitment: Bringing talent processe...
Your collective mindsets from our workshops Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Ja...
Through discussion your leaders can arrive at some  talent principles  Dimension  Example talent principles Talent ownersh...
Go on to establish what needs to be in place  to enable you to deliver on the principles – for example:  What needs to be ...
Conduct an audit of what you have vs. what you need  to deliver on each of your principles What needs to be in place What ...
Task
Task – developing a multi year talent plan  <ul><ul><li>In pairs take one of the dimensions from sheet 1 and develop a sta...
Sheet 1 Your collective mindsets from our workshops Source: ‘From Compliance to Commitment: Bringing talent processes to l...
Sheet 2 What needs to be in place to bring your principle to life? What needs to be in place to
Sheet 3 What do you have already and what needs to be developed? What needs to be in place What do you have already? What ...
Plenary feedback
Prioritise and sequence your actions to create a multi year plan  Year 1 Year 2 Year 3
Create a plan for the annual cycle – an example
Action planning example continued
And finally: <ul><li>Check that your action plan pays attention to:  </li></ul><ul><ul><li>Mindsets </li></ul></ul><ul><ul...
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  1. 1. NHS Talent management conference 29 th June 2009
  2. 2. Agenda <ul><ul><li>Introduction to Jackson Samuel </li></ul></ul><ul><ul><li>Update on the talent management toolkit project </li></ul></ul><ul><ul><li>Some thoughts on starting to pull your strategy and plan together </li></ul></ul>
  3. 3. Introduction to Jackson Samuel
  4. 4. The work we do… <ul><ul><li>Founded in 2004, Jackson Samuel is a specialist consulting and executive search firm </li></ul></ul><ul><ul><li>Our consulting work with clients focuses on talent management, and human resources strategy and effectiveness </li></ul></ul><ul><ul><li>In our search work, we advise on the appointment of top executive and senior functional roles, across all industries </li></ul></ul>Career Development Executive Search HR Effectiveness Talent Management
  5. 5. Our clients and the type of work we have done with them Leadership development & coaching Change management & organisation development Employee engagement Talent management strategy, processes & systems <ul><ul><li>ABN Amro </li></ul></ul><ul><ul><li>Alliance and Leicester </li></ul></ul><ul><ul><li>AstraZeneca </li></ul></ul><ul><ul><li>Barclays </li></ul></ul><ul><ul><li>BT </li></ul></ul><ul><ul><li>BP </li></ul></ul><ul><ul><li>British Museum </li></ul></ul><ul><ul><li>CEVA </li></ul></ul><ul><ul><li>De Beers Group </li></ul></ul><ul><ul><li>DSG International </li></ul></ul><ul><ul><li>First Choice </li></ul></ul><ul><ul><li>Liberty Global Inc. </li></ul></ul><ul><ul><li>Musgrave </li></ul></ul><ul><ul><li>National Grid </li></ul></ul><ul><ul><li>News Corporation </li></ul></ul><ul><ul><li>News International </li></ul></ul><ul><ul><li>NHS Institute </li></ul></ul><ul><ul><li>NHS London </li></ul></ul><ul><ul><li>Sainsbury’s </li></ul></ul><ul><ul><li>Severn Trent </li></ul></ul><ul><ul><li>Sony Ericsson </li></ul></ul><ul><ul><li>Thomson Reuters </li></ul></ul><ul><ul><li>TNT </li></ul></ul><ul><ul><li>Argos </li></ul></ul><ul><ul><li>Chellomedia </li></ul></ul><ul><ul><li>Department of Work and Pensions </li></ul></ul><ul><ul><li>Jones Lang LaSalle </li></ul></ul><ul><ul><li>KPMG </li></ul></ul><ul><ul><li>Liberty Syndicates </li></ul></ul><ul><ul><li>SEGRO </li></ul></ul><ul><ul><li>Zonemedia </li></ul></ul><ul><ul><li>Disney Interactive Services </li></ul></ul><ul><ul><li>Musgrave [Marketing Function] </li></ul></ul><ul><ul><li>Musgrave [Trading Function] </li></ul></ul><ul><ul><li>TK Maxx </li></ul></ul>HR strategy, capability & effectiveness <ul><ul><li>Bank of New York </li></ul></ul><ul><ul><li>Boots </li></ul></ul><ul><ul><li>CIPD </li></ul></ul><ul><ul><li>DSG International </li></ul></ul><ul><ul><li>Harper Collins </li></ul></ul><ul><ul><li>HSBC </li></ul></ul><ul><ul><li>Musgrave Group </li></ul></ul><ul><ul><li>PepsiCo UK and Ireland </li></ul></ul><ul><ul><li>Scottish and Newcastle </li></ul></ul><ul><ul><li>Sony </li></ul></ul><ul><ul><li>Sony Ericsson </li></ul></ul><ul><ul><li>The Royal Bank of Scotland </li></ul></ul><ul><ul><li>The Brett Group </li></ul></ul>
  6. 6. Our research From Compliance To Commitment: Bringing Talent Management Processes To Life The Golden Few Lessons in talent management from the worlds of entertainment, sport, arts and academia
  7. 7. From compliance to commitment <ul><li>In 2007 we published an in-depth investigation into talent management, researching 58 leading organisations.  To understand how to transform talent management from an exercise in compliance to one of true commitment. </li></ul>Why we did the research We know that in theory … but in reality Effective talent management drives business performance It is hard to get the attention of line managers to focus on talent issues Having a strong business case helps Even a strong business case doesn’t guarantee CEO attention There are well proven models for implementing change in organisations, and these should apply when implementing talent management processes The standard change models don’t seem to work – effective talent processes require individuals to give more of themselves than other processes There are an infinite number of models on high potential, and these should help bring clarity to the debate Organisations are still not confident that they are looking for the right things, or spotting the right people.
  8. 8. The golden few <ul><li>Last year we published a report on how some of this country’s best known and most respected enterprise organisations find, nurture, develop and manage the rare few who have the potential to get to the pinnacle of a highly competitive field. Extracting the key lessons that mainstream organisations can learn from them. </li></ul>Why we did the research We know that in theory … but in reality Mainstream organisations are increasingly focused on managing talent Many talent management practices are organisation-centric and impersonal, and focus on process not people Many organisations have well defined and structured processes to ensure they identify the talent they need Prescriptive definitions and processes for identifying talent can be restrictive and miss the qualities of the truly exceptional Mainstream organisations now manage their talented individuals as much of a priority as they do their other business resources Few in mainstream organisations see it as their job to manage talent. Therefore doing so will always be second to delivering on short term performance objectives
  9. 9. Talent management toolkit – progress update
  10. 10. The scope of the project – ‘spoilt for choice’ <ul><ul><li>To build a toolkit for the London SHA trusts which includes a range of products associated with the design implementation and ongoing success of talent management initiatives </li></ul></ul><ul><ul><li>To develop the necessary tools, processes and materials to ensure the successful utilisation of the toolkit </li></ul></ul><ul><ul><li>To ensure stakeholders are informed and engaged with the design process and end product </li></ul></ul>
  11. 11. The project team <ul><ul><li>Trust project leads </li></ul></ul><ul><ul><li>Diane Odling Smee – N Middlesex </li></ul></ul><ul><ul><li>Marita Brown – UCL </li></ul></ul><ul><ul><li>Ann Pyat – Royal Free </li></ul></ul><ul><ul><li>Charlotte Johnson – Haringey </li></ul></ul><ul><ul><li>Geoff Speed – Great Ormond St </li></ul></ul><ul><ul><li>Jackson Samuel </li></ul></ul><ul><ul><li>Shalene Chugh – manager & content </li></ul></ul><ul><ul><li>Gill Morrison – content expert </li></ul></ul><ul><ul><li>Caroline Whitehill – content expert </li></ul></ul><ul><ul><li>Ella Coleman – designer </li></ul></ul><ul><ul><li>Executive sponsors </li></ul></ul><ul><ul><li>Kevin Croft – North Middlesex </li></ul></ul><ul><ul><li>Aidan Halligan – UCL </li></ul></ul><ul><ul><li>Rebecca Myers – Royal Free </li></ul></ul><ul><ul><li>Sarah Timms – Haringey </li></ul></ul><ul><ul><li>Judith Ellis – Great Ormond St </li></ul></ul><ul><ul><li>Jackson Samuel </li></ul></ul><ul><ul><li>Lesley Uren – Lead </li></ul></ul><ul><ul><li>London SHA </li></ul></ul><ul><ul><li>Sarah Holden – Project Lead </li></ul></ul><ul><ul><li>London SHA </li></ul></ul><ul><ul><li>Karina Malhotra – Project support </li></ul></ul>The NHS partner consortium Consulting support The SHA support
  12. 12. The 4 key phases of the project <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><li>Definition of project plan </li></ul></ul><ul><ul><li>Design and delivery of toolkit </li></ul></ul><ul><ul><li>Design and delivery of communication materials </li></ul></ul>JUNE JULY – SEPTEMBER OCTOBER – NOVEMBER JULY
  13. 13. What we have done so far <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><ul><li>Selected the NHS consortium team </li></ul></ul></ul><ul><ul><ul><li>Selected the Jackson Samuel project team </li></ul></ul></ul><ul><ul><ul><li>Agreed the terms of reference – the objectives, scope and deliverables </li></ul></ul></ul><ul><ul><ul><li>Developed the draft roles and responsibilities of the consortium and project team </li></ul></ul></ul><ul><ul><ul><li>Planned kick off project team meeting </li></ul></ul></ul>
  14. 14. Phase 1 – still to do <ul><ul><li>Establishment of project partnership </li></ul></ul><ul><ul><ul><li>Establish the talent mind sets of the project team </li></ul></ul></ul><ul><ul><ul><li>Confirm roles and responsibilities of the project team </li></ul></ul></ul><ul><ul><ul><li>Identify key stakeholders </li></ul></ul></ul><ul><ul><ul><li>Create a stakeholder engagement plan </li></ul></ul></ul><ul><ul><ul><li>Agree high level project plan </li></ul></ul></ul>
  15. 15. Phase 2 – to do <ul><ul><li>Definition of project plan </li></ul></ul><ul><ul><ul><li>Produce the detailed project plan </li></ul></ul></ul><ul><ul><ul><li>Review the plan with key stakeholders </li></ul></ul></ul><ul><ul><ul><li>Review and discuss stakeholder feedback </li></ul></ul></ul><ul><ul><ul><li>Finalise the project plan </li></ul></ul></ul>
  16. 16. Phase 3 – to do <ul><ul><li>Design and delivery of toolkit </li></ul></ul><ul><ul><ul><li>Gather and review best practice from inside the NHS and </li></ul></ul></ul><ul><ul><ul><li>beyond </li></ul></ul></ul><ul><ul><ul><li>Develop high level toolkit design and test with stakeholders </li></ul></ul></ul><ul><ul><ul><li>Finalise high level design </li></ul></ul></ul><ul><ul><ul><li>Produce the toolkit - version 1 and test with stakeholders </li></ul></ul></ul><ul><ul><ul><li>Produce version 2 and test with stakeholders </li></ul></ul></ul><ul><ul><ul><li>Make final changes </li></ul></ul></ul><ul><ul><ul><li>Sign off final version </li></ul></ul></ul>
  17. 17. Phase 4 – to do <ul><ul><li>Design and delivery of communication materials </li></ul></ul><ul><ul><ul><li>Agree principles for communicating to and engaging all </li></ul></ul></ul><ul><ul><ul><li>stakeholders </li></ul></ul></ul><ul><ul><ul><li>Develop high level launch plan and accompanying tools </li></ul></ul></ul><ul><ul><ul><li>Agree launch process including roles and responsibilities </li></ul></ul></ul><ul><ul><ul><li>Launch </li></ul></ul></ul><ul><ul><ul><li>Develop plan to ensure sustainability of toolkit </li></ul></ul></ul>
  18. 18. How can you get involved and keep up to date? <ul><ul><li>Help us to understand you needs as an end user by visiting our stand today and completing a contact sheet </li></ul></ul><ul><ul><li>Take on the role of toolkit champion for your Trust and own the lead during the launch to make it happen </li></ul></ul><ul><ul><li>Any questions or thoughts? </li></ul></ul>
  19. 19. Getting started on your talent management strategy and plan
  20. 20. A reminder for some – mindsets first! Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007) Talent management is more than just the forms and processes
  21. 21. The phases of the project align with this model <ul><ul><li>Mindsets </li></ul></ul><ul><ul><li>Infrastructure </li></ul></ul><ul><ul><li>Messages </li></ul></ul>Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
  22. 22. Understand the mindsets of your leadership and your team Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
  23. 23. Your collective mindsets from our workshops Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007) Where you are now Where you would like to be Key:
  24. 24. Through discussion your leaders can arrive at some talent principles Dimension Example talent principles Talent ownership Talent management as a business process <ul><ul><li>Transparency </li></ul></ul>As part of an open and ongoing dialogue, we share with people how we see their performance and potential, and, taking account of their aspirations, what this may mean at a given point in time for their development and progression.  We do not share the specifics of succession plans as these are compiled as a corporate risk management exercise Differentiation <ul><ul><li>Risk-taking </li></ul></ul><ul><ul><li>Development </li></ul></ul><ul><ul><li>Responsibility for career development </li></ul></ul>
  25. 25. Go on to establish what needs to be in place to enable you to deliver on the principles – for example: What needs to be in place to have an open and transparent process? Clear shared understanding of the data to be shared including ‘when’ and ‘how’ Common understanding of what “good” looks like - (i.e. high potential and other “talent” definitions) Development and deployment infrastructure to ensure that action is taken once feedback has taken place Support to line managers to help them with difficult conversations A communication plan to engage line managers, talent and other employees etc Etc Etc Etc Etc
  26. 26. Conduct an audit of what you have vs. what you need to deliver on each of your principles What needs to be in place What do you have already? What needs to be developed? Clear shared understanding of the data to be shared including ‘when’ and ‘how’ Common understanding of what “good” looks like - (i.e. high potential and other “talent” definitions) Development and deployment infrastructure to ensure that action is taken once feedback has taken place Support to line managers to help them with difficult conversations
  27. 27. Task
  28. 28. Task – developing a multi year talent plan <ul><ul><li>In pairs take one of the dimensions from sheet 1 and develop a statement that describes where you would like to be in 3 to 5 years – this will be your talent principle for that dimension </li></ul></ul><ul><ul><li>Use sheet 2 to describe what needs to be in place to deliver on your principle </li></ul></ul><ul><ul><li>Use sheet 3 to conduct an audit of what you have now and what needs to be developed </li></ul></ul>
  29. 29. Sheet 1 Your collective mindsets from our workshops Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007) Where you are now Where you would like to be Key:
  30. 30. Sheet 2 What needs to be in place to bring your principle to life? What needs to be in place to
  31. 31. Sheet 3 What do you have already and what needs to be developed? What needs to be in place What do you have already? What needs to be developed?
  32. 32. Plenary feedback
  33. 33. Prioritise and sequence your actions to create a multi year plan Year 1 Year 2 Year 3
  34. 34. Create a plan for the annual cycle – an example
  35. 35. Action planning example continued
  36. 36. And finally: <ul><li>Check that your action plan pays attention to: </li></ul><ul><ul><li>Mindsets </li></ul></ul><ul><ul><li>Messages </li></ul></ul><ul><ul><li>As well as infrastructure! </li></ul></ul>
  37. 37. Close
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