This document outlines a flexible leadership development model for healthcare organizations. It provides leadership training and development opportunities at different levels, from senior corporate and hospital leadership to heads of departments and managers. Participants can engage at varying levels of participation, from full completion of an ILM Level 3 qualification to attendance only. The ADVANCE apprenticeship program allows for role clarity and competency development. Feedback from participants indicates the training helped them improve management skills like managing people, leading people, communication, and finance. Managers also saw small to bigger impacts on how staff organized themselves based on their level of participation. The overall approach targets different levels, uses topics over full courses, various media, and accreditations to drive engagement while using training funds
4. Why (2)
“By well led, we mean that
the leadership,
management and
governance of the
organisation assure the
delivery of high quality
person-centred care,
support learning and
innovation, and promote an
open and fair culture.”
Care Quality
Commission
Safe
Effective
Caring
Responsive
Well led
11. Results (So Far)
“This was a turning point for me and I have drawn
upon this ever since. Everything slotted into place
from then onwards.”
“Each unit within the course dealt with a
management process and how to develop into an
effective manager. “
“I am constantly going through a reflective process
and trying to prepare.”
19. Results (So Far): Overall (Manager View)
“The staff who have just started are now evidencing
their practice more and looking to build on that so I
can see some small changes in how they organise
themselves and what they do.
The staff who have worked through more of the
modules are showing a bigger impact.”
21. Overall
Target to different levels
‘Topics’ over ‘Courses’
Via a variety of media
Accreditations drive engagement
Use the Levy as a positive
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Editor's Notes
Context:
- Largest independent private hospital provider in the UK.
People a key priority for the business (1 of 4) recognition that…
- Growing and developing our workforce one of our main challenges.
- Not just clinical focused, share across disciplines and develop cross-discipline understanding and working
- Leadership at all levels
- Assistant Practitioners example of new role, leading in new areas
Essential due to:
- CQC/well led metrics
People Development Mission
Accredited key, for example possible 42,000 nurse gap post Brexit
Key part of employer brand
How:
- Become an ILM centre
- Deliver all materials in house using a flexible delivery model
Appropriate partnerships at all levels, including MBA and apprenticeships
Backed with Virtual Ashridge and other resources
Tweak:
- Including chartered manager going forward
- Likely scope for graduate schemes
- Make use of our badges platform
ILM 3 running for c.18 months:
- Run across multiple locations.
- Flexible to what people wanted to take out – not enforce unnecessary sessions.
- Possibilities of enforcing for new managers going forward – but challenges in repeating.
- Numbers are: 6 / 38 / 115.
More formal programmes with partners.
Multiple drivers for greater consistency and clarity across three key aspects as on slide.
Therefore, management competencies to underpin and support self assessment alongside the formal and informal learning opportunities.
A Diagnostic Radiographer who has worked for us for 13 years provides her own story as a case study of how our accredited Institute of Leadership and Management (ILM) programme has helped her develop.
ILM L3 38 responses
ILM L3 38 responses
ILM L3 38 responses
ILM L3 38 responses (competency area not a major focus at Level 3).
ILM L3 38 responses (competency area not a major focus at Level 3).