3. Let’s start by setting
the scene
• Strategic Health Authority for London
• Leadership of London’s £13 billion healthcare
• Performance responsibility for:
– 31 Primary Care Trusts
– 21 Acute Trusts
– 3 Mental Health Trusts
– London Ambulance Service
– 180,000 staff .
4. Why better things to
do than TM?
• Appraisal’s ok
• It’s the SHA!
• We’re in the middle of merging
• We’ll be losing people
• HR initiative being done to us
• Just don’t have time
• We already know who our talent is
• How can you talk about the future when, for some,
there won’t be one? .
5. Typical view of
Talent Management
• Narrow focus on the most senior people
• Nothing for the majority of staff
• Top down initiative
• Very prescriptive activity
• No value to us locally
• Actually, it’s more than a process, it’s an ethos...
6. It’s a way of looking
at OD holistically
Skills Behaviours Performance
Development
needs
Leadership
Organisation
direction
Aspirations
Business
resilience
Engagement Career paths
Succession
pipelines
The future
8. Our approach to
Talent Management
• Performance & Potential
• 9-box grid
• Consultant support
• Software
• Training to support 1-to-1s and feedback
• Facilitated review . Successor Pipeline
Deep Professional Adaptable Professional Highest Potential
Core Professional Key Performer Rising Potential
Lower Performer Inconsistent Performer Unproven Potential
PERFORMANCE
POTENTIAL
Performance Issues
Highest PotentialBusiness Critical Potential long term
Successor pipeline
Revised
Next-Generation
Directors*
Revised
Next-Generation
Chief Executives*
& Top Leaders*
Other
Development
Opportunities
include:
• Courses
• Local Learning &
Development
• CPD
•Conferences
• Stretch Projects
• Coaching
• Secondments
•Professional bodies
•Mentoring
•Etc, etc
Other
Development
Opportunities
Other
Development
Opportunities
Other
Development
Opportunities
Other
Development
Opportunities
Other
Development
Opportunities
Other
Development
Opportunities
Other
Development
Opportunities
* - if appropriate for band of postholder
9. What we achieved –
numbers
• 38 participating organisations
• Chief Executives down to senior managers
• Clinical equivalents
• Data on equality
• 200+ trained in P&P conversations
• 1300 fully calibrated participants .
10. Calibration reviews
9 box grid movements during calibration
747
111
433Valuable open discussions
which explored ratings,
performance and talent
9%
moved up
33%
moved down
57%
unaltered
11. What we achieved –
benefits
• Greater engagement
• First view of local, geographic and pan-London talent
• Enabled appraisal
• Took appraisal to next stage
• Hidden talent
• Functional pipeline
• Non-performance
• Improved staff – manager interaction
• Targeted leadership development
• Support during transition and uncertainty
• Mortality .
12. What we achieved –
feedback
• Turned from HR process done to us at bad time to our own tool to
help us align and come together
• A really positive opportunity to look forwards
• Effective tackling of poor performance
• Focus more on my strengths than weaknesses
• Consider career development in broadest sense
• First view of talent
• Resilience
• Vehicle to deliver organisation’s objectives
• Chance to find static people hidden in departments
• Confirmed staffing choice for interim role .
13. To conclude...
Better things than TM?
A quote from one of those London senior Leaders:
‘Last year I was not sure that I wanted to participate in this process,
however, I was convinced otherwise and had my talent conversation with
Jo.
This turned out to be one of the best developmental conversations that I
have had in my career. Jo enabled me to consolidate my career ambitions
and also provided constructive feedback on my achievements and
capabilities.
And for this I am eternally grateful.’
