High Quality Care for all raised the profile of leadership, particularly focusing on clinicians and we need to respond to national drivers.
In the framework published in Sept 2008 we set out our commitment to supporting talent across London, focusing on specifically developing a pipeline of talent for Chief Executive and Director roles, building on our existing Next Generation Chief Executives Programme.
Inspiring Leaders sets out the expectations for SHAs which give us a responsibility at a system level to ensure that leadership development and talent management is taking place to support quality and transform the culture of the NHS.
Baseline the current state of talent management across all NHS London organisations Data and insight on the gaps between the current and the potential future state of talent management including resourcing supply and demands Recommendations for the future role of NHS London in addressing those gaps Data was obtained through interviews (20 across FTs, PCTs, Acutes and LAS), survey (38 organisations), and analysis of ESR data
CE: Gender ratios: Overall, 50% of Chief Executives in NHS London organisations are female; this percentage is consistent across all organisation types Professional Background : Clinicians are significantly underrepresented (0%) at Chief Executive level*; indicating that significant support is required to encourage more clinicians to move into the role/level BME: There is considerable variation among organisational type, with the highest number of BMEs in FTs (16%). Significant work needs to be done in supporting the BME population to progress into this band VSM: Gender ratios : There is a significant decrease in the number of females in the VSM band; specifically in Acutes (from 50% at Chief Executive to 37%) and FTs (50% at Chief Executive to 35%). Targeted mentoring may be required to maintain strong Chief Executive numbers in the longer term Professional Background: Clinicians are represented at VSM level (12%); indicating that there is short term resource potential for VSMs with clinical backgrounds to progress to Chief Executive roles Average age: Is slightly lower in VSM than in the Chief Executive band; as VSMs progress to the next level, the average age of Chief Executives is likely to rise Band 9 Professional Background: This band has the highest amount of individuals with clinical professional background (46%), indicating that it may be the “focus band” for developmental programmes Population Size:** There is a sizeable gap in the population (162) compared to band 8 (1,056); if band 9 is a required “stepping stone” to VSM, there will likely be significant resource supply issues Band 8 Tenure: Time in role is polarised, 62% of band 9 managers have been in post for less than 3 years, while 23% have been in post for over 10 years Populations Use : Band 8A/B roles make the heaviest use of interim managers (7%) of any of band population Use of Band : Band 8 makes up 70% of senior leadership for PCTs and 82% for Acutes but only 59% for FTs
The remaining 24 Acutes in London will need to move to Foundation Trust status to comply with DoH requirements Although Executive roles between FTs and Acutes are similar, the skill sets required vary between the two organisations The Acute sector is likely to be consolidated in London although the speed and impact is yet unclear Potential further Academic Health Science Centres (AHSCs) and larger consolidated hospitals will likely drive demand for highly skilled senior level employees Although the number of APOs appears to be clear, the degree of consolidation likely to happen within PCTs is not There is significant uncertainty about the number of roles to be filled within the critical skill-sets Commissioning hubs will be created within NHS London, resulting in an additional demand of commissioning resources from London organisations There is limited clarity among key stakeholders regarding the roles required and impact on existing resources
Talent Management in London - NHS London presentation
Talent Management in London Anne-Marie Archard Leadership Development Manager Julia Shorter Talent Management Manager
‘ Making change actually happen takes leadership. It is central to our expectations of the healthcare professionals of tomorrow. There are many routes to excellent leadership and we do not claim to have all the answers. But we do want people to be able to have meaningful conversations that transcend organisational boundaries.’
‘ Better healthcare for Londoners will require talented leaders at all levels. They will create the right environment for local improvements to services and will lead the cultural change required to ensure that significant enhancements are underpinned and sustained.’
SHAs’ priorities are to facilitate talent and leadership improvement across their region To ensure that the conditions are right across their region for the development of a talent and leadership plan which results in quality improvements and contributes to a transformation in culture.
What’s happening in London <ul><li>Commissioned a talent management survey </li></ul><ul><ul><li>Collect baseline data </li></ul></ul><ul><ul><li>Survey NHS Organisations </li></ul></ul><ul><ul><li>Interview senior leaders </li></ul></ul><ul><li>Developed leadership programmes to identify and support talent </li></ul><ul><ul><li>Next Generation Chief Executives </li></ul></ul><ul><ul><li>Prepare to Lead </li></ul></ul><ul><ul><li>Darzi Fellows </li></ul></ul><ul><li>Developing new programmes/workstreams </li></ul><ul><ul><li>Next Generation Directors </li></ul></ul><ul><ul><li>HR Directors development programme </li></ul></ul><ul><ul><li>Coaching register </li></ul></ul><ul><ul><li>Board Development </li></ul></ul><ul><ul><li>Talent Toolkit </li></ul></ul>
Talent Management Survey Key Themes Although most organisations in London recognise that talent management is important, they are at the beginning of a journey of developing and executing a talent management strategy There are significant challenges that need to be addressed in the short and medium term There is a significant role for NHS London to play in talent management to facilitate system-wide improvement Talent management strategies are not developed in most organisations; common tools such as appraisals are rarely used as part of an approach, leaving most employees reliant on their line-managers ability to spot and further develop talent Governance and ownership for talent management is rarely defined; although most Chief Executives see themselves as involved, the minority are perceived to be accountable in their organisations by HR Directors The impetus for moving to Executive level appears to be compelling for most roles, the CE role is perceived by many Executives as both high risk and potentially career limiting; a credible articulation of the role will be essential to meet future resourcing demands Significant gaps in the supply of critical roles across Acutes and PCTs; these include Chief Executive, Finance, Commissioning and Strategy Director. Closer alignment between leadership programmes and resource demands is needed to meet demand requirements Suggestion for role varies by organisation; ranging from system facilitator to additional guidance on leading practice
Issue: The profile of senior bands varies; linking developmental programmes to Executive level requirements and band profiles will be essential for longer term success Chief Executive VSM Band 9 Band 8 Impact: Developmental talent programmes lead by NHS London may need to consider targeting specific population groups such as women, BMEs and clinicians in order to support a strong medium term pipeline Future Requirements *Does not reflect anecdotal evidence of clinical Chief Executives **In-scope population of Band 8 was reached by creating and applying rules to filter ESR data extract, which contained 15,614 NHS staff whose staff data matched some potential characteristic of the target group Current State Data Findings
Issue: Four drivers will impact both the supply and demand profile for senior level resources across all organisations Acutes move to Foundation Trust Status Consolidation of Acutes in London Creation of APOs/ Consolidation of PCTs Creation of Commissioning Hubs Impact: Significant changes in the organisational landscape will result in the need to strengthen skills in critical roles such as Finance, Commissioning and Chief Executive to meet significant senior level demands Resourcing Gap Analysis Modelling
Recommendations <ul><li>Recommendations for talent management focus on the role of NHS London, and the support it could provide to help organisations develop talent </li></ul>
Recommendations Raises the profile and credibility of talent management Identify a talent lead from the SHA SMT who can credibly champion talent to organisations Credibly champion talent from senior levels Benefits for individual organisations (more choices) and staff (more options) Build a cross organisational function which would allow organisations to find and post secondment/ openings within NHSL Facilitate new role opportunities across organisations Provides targeted support to enable PCTs to develop talent management approaches Develop in-house knowledge function focused on supporting organisations to develop and implement common, leading practice talent management tools Provide leading practice support and drive common tools initially focusing on PCTs Allows organisations to learn from the experience of others and understand “leading practice” Develop in-house knowledge function which shares NHS leading practice as well as relevant international/industry examples Source and share leading practice talent approaches across all organisations System-wide Facilitator: Respond to organisational request to facilitate across interested organisations and employees Increase supply and capability of Financial and Commissioning Directors Develop or strengthen programmes to support talent in FD and commissioning roles across all organisations Build/strengthen programmes for FD and commissioning roles Ensures that individuals receive support to develop skills required for specific roles Lead the building of career trajectories for key roles in PCT and Acutes and related skill requirements Co-create career pathways for key roles Ensures programmes develop talent where resources are required Review existing programmes that are lead by NHSL against medium term identified resource requirements Review existing development programmes against demand requirements and gaps Developmental Support: Provide the required support infrastructure to facilitate the development of talent in key roles and organisations Enables buy-in from key stakeholder groups Build a network of stakeholders across all organisations( within and beyond London NHS) to share knowledge, provide support and engage senior leadership Engage with key stakeholders across all organisations to build understanding and credibility Provides clarity in purpose and aspirations along with a basis for defining actions and investments Engage with internal and NHS stakeholder to build clear and measureable objectives for London SHA and POD Define the vision and role for London SHA in talent management Role of NHS London: Define and validate with key stakeholders the role of NHS London in talent management across all organisations Benefits Description Recommendation
Table discussion Recommendations • Co-create career pathways for key roles. • Facilitate new role opportunities across organisations Question: Given all that we have learnt from the presentations and workshops, what does your table think is the role of NHS London (system) and the role of your organisations (local) for the above recommendations?