Briefing to DHB Chairs and CEs Meeting

15 June 2017

Michael Frampton

Chair – National GMsHR

There have been a range of attempts to introduce a common talent management and leadership approach across the health sector.

The State Services Commission [SSC] has successfully partnered with agencies across the core public sector to implement a shared approach for the sector. DHBs have, until now, remained outside that shared approach.

Chairs and Chief Executives, together with SSC and supported by the Ministry of Health, have endorsed the shared approach for DHBs.

GMsHR are leading this work, supported by the Workforce Strategy Group.

Today is an opportunity to brief you on the core components of the approach and the work underway.

Today’s conversation is about the next steps in the shared approach to

talent management and leadership development across 20 DHBs

20 DHBs National GMsHR: June 2017

The shared approach is about identifying, developing and deploying

talent and leadership within and beyond health

We’re answering these questions…

Where’s my talent and how do I know?

How’s it being developed for now and for the future?

Where, when, and how’s it best deployed, within my DHB, across the sector and with partner agencies?

… by bringing to life:

A common platform for leadership development.

A shared approach and tools for identifying and developing talent.

Agreed mechanisms for enabling talent to move to where it makes greatest impact.

Leaders and those with leadership potential, including but not limited to CEs and other senior leaders, can be identified and developed using this approach.

20 DHBs National GMsHR: June 2017

At the heart of the shared approach is the Leadership Success Profile or

LSP. It articulates what good leadership looks like

The LSP provides the foundation of the shared approach.

Its five dimensions include:

– Leadership Character

– Strategic Leadership

– System Leadership

– Talent Management

– Delivery [Operational] Management.

It also provides a common platform for the development of curricula.

It maps well to the leadership domains work previously endorsed.

20 DHBs National GMsHR: June 2017

Talent is identified using a set of common approaches and tools, based

on the LSP

The LSP recognises complexity across a broad range of leadership roles, and provides a powerful foundation for identifying and developing talent.

Common tools, including Leadership Insight and others, have been developed for objective, consistent and comparable profiling of individual leaders and leader cohorts.

They also enable targeted and coherent development of leaders throughout an organisation.

20 DHBs National GMsHR: June 2017

Career Boards / Talent Forums A tiered network of leadership teams own and drive talent management across,

from early-in-career right through to those “ready now” for top roles.

Talent Management Information System [TMIS] A TMIS allows us to make visible and deploy talent across the wider system.

Chief Executives Drive the process for leaders across the system. Chair internal talent forums for senior leaders in their organisation.

Executive/Senior Leadership Teams Executive teams drive the talent process through their in-house talent forums.

Talent is enabled to move through a range of mechanisms that are both

internal to, and shared across, organisations and sectors

20 DHBs National GMsHR: June 2017

What great leadership looks and feels like is broadly shared across functions and professions, organisations and sectors - we all deserve and expect to be led well.

Technical / functional and professional capability is specific to a field of expertise.

Organisations themselves have their own context and requirements, potentially demanding specific skills and capabilities.

These components are not mutually exclusive, but are complementary.

The shared approach to leadership development complements

professional/clinical frameworks and an organisation’s vision and values

20 DHBs National GMsHR: June 2017

While we’ve agreed to a shared approach, it’s important to understand

what the shared approach is not

It’s not a leadership development programme or qualification.

It’s not a one-size-fits-all blueprint for developing leadership.

It’s not a set of instructions about what we can and can’t do to develop leadership for our organisations.

It’s not a new line in our budget and doesn’t have to mean more $.

It’s not just for those at the top of DHBs, or just DHBs for that matter.

It’s not centrally driven in terms of its implementation.

It’s not a leadership development programme or qualification.

It’s not a one-size-fits-all blueprint for developing leadership.

It’s not a set of instructions about what we can and can’t do to develop leadership for our organisations.

20 DHBs National GMsHR: June 2017

Work with and build on what already exists.

Recognise that each DHB will start where it makes best sense for them to do so.

Work with the willing.

Nationally facilitate any customisation of the LSP for the health sector.

Support regionally and locally driven implementation, sharing emergent learning.

Reprioritise investment in leadership development over time.

Implement across the whole DHB workforce over time.

Support professional / regulatory bodies and leaders to align their current leadership practices with the shared approach.

Connect with, participate in and help shape the long term ambition and goals of a shared approach across the core public sector.

Our conversations and planning are set against the backdrop of the

principles that that have been agreed for this work

20 DHBs National GMsHR: June 2017

Implementation activity is underway across the country. The starting

point is the current context, priorities and practices within 20 DHBs

Local and regional implementation activity is focusing on understanding current context, priorities and practices for each DHB and region.

A range of shared tools have been provided by SSC to assist this work.

20 DHBs National GMsHR: June 2017

Implementation activity has a strong local and regional emphasis, and

is accelerating. Broad stakeholder engagement is underway

A National Implementation Group has been established. Participants include Auckland, Counties Manukau, Waikato, Lakes, Hawkes Bay and Canterbury DHBs. Clinical and Maori / Pasifika perspectives are being confirmed.

Northern: Auckland, Counties and Waitemata DHBs meeting on 26 June to plan optimal implementation through a regional approach.

Midland: Midland region DHBs meeting on 15 June to consider regional approach and work programme.

Central: Central region DHBs meeting on 21 June to initiate alignment with current talent management processes across the region.

Southern: 03 July workshop of all South Island DHBs to plan a regional approach.

Stakeholder engagement is underway with national lead groups.

20 DHBs National GMsHR: June 2017

Questions

20 DHBs National GMsHR: June 2017

Briefing to DHB Chairs and CEs Meeting

15 June 2017

Michael Frampton

Chair – National GMsHR