NHS NW Leadership Academy

An update

Deborah Arnot

Deputy Director

Overview

• NHS ‘National’ Leadership Academy• Northern Cluster working• NW Leadership Academy• Emerging Leader Survey • Talent Management Survey• ‘World Class’ Leadership Development• Key priorities 2012/2013• Q and A

Northern Cluster Working

• North West/North East/Yorks and Humber• National Leadership Academy liaises with each

of the 4 clusters• National funding for key areas:

– Support embedding of the ‘new’ leadership framework– Investment in BME middle/senior leaders and E and

D Leads– Support to Emerging Leader activity– Media training for CCGs

• Governance and oversight of cluster activity

NHS NW Leadership Academy

• Awaiting confirmation of future funding streams

• Continue to deliver today whilst designing tomorrow

• Responsive to changing and evolving context

• Member focused

Benefits The NW Leadership Academy….

• Offers value for money• Is flexible• Believes there can be no initiative about you

without you• Offers local, regional, national and international

expertise• Is not for profit and has no commercial bias• Delivers a great return on investment• Offers specialist, shared services

Suggested key priorities2012/2013

Emerging Leaders

Survey Feedback

Results

8th September 2011

Survey responses

• 64 member organisations invited • Total started survey = 33• Total completed survey = 29• 27 organisations completed• CEO = 16• ED = 8• Associate Directors = 5

Are you familiar with the North West Emerging Leaders Network and its work?

72.7%

27.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Yes No

24

9

Is there a talent tracking system currently in use within your organisation that could identify emerging leaders?

51.7%48.3%

0.0%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

No Yes Don't Know

15 14

Talent tracking system?

• In development• It does exist within certain parts but not universally• Via appraisal and e-ksf but not as a formal and separate entity• Developed one last year but not rolled out because of staff and

managers concerns re- White Paper changes and feeling that this was an underhand method for selecting people for redundancy eg those not selected for emerging leaders

• To some extent and really only at a senior level. We are currently looking at a more formalised approach. I am interested in doing something more in line with how the private sector identifies and manages talent eg GE

• This is mainly at Directorate level and not centralised• Not formally but the executive team do consider this regularly• Although I think this needs keeping a check on with formation of

clusters as there is a risk that talented people fall through the net

What criteria does your organisation use to define talented individuals?

96.6% 93.1%

75.9%

62.1%

20.7% 17.2% 17.2%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

Per

form

ance

and

mer

it

Pot

entia

l

Per

sona

lA

ttrib

utes

Asp

iratio

n

Sco

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le

Tale

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easu

res

Sen

iorit

y /

expe

rienc

ew

ithin

orga

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tion

28 27 22 18

65 5

Criteria to define emerging leaders?

• Those who challenge conventionality

• Done very informally

• Success in their current role

How does your organisation currently keep emerging leaders engaged?

82.8%75.9% 72.4%

58.6%51.7%

37.9%27.6%

6.9%

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

Men

torin

g

Coach

ing

Stretch

opp

ortunit

ies

Secon

dmen

ts

Later

al mov

es

Rewar

d and

reco

gnitio

n

Flex

ible w

orkin

gOth

er

25 24 22 21 17 1511

(2)

Keeping emerging leaders engaged?

• We have, over the past twelve months established a talent pool , which any member of staff can put themselves forward to

• Very difficult at present because of changes to SHAs• In the current climate, and as an organisation in formal

turnaround, there are severe limitations on financial reward arrangements and on some continuing professional development

• Leadership development - all the above are in place in limited amounts and inconsistently

• Opportunity to shadow specific projects• Done very informally• LEAN training for the Bolton improving care system via our

academy clinical development programmes

How could the Regional Emerging Leaders Network support your internal talent management strategies?

89.7% 89.7% 86.2%

75.9%

62.1% 62.1%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Acc

ess

toad

ditio

nal

lead

ersh

ipde

velo

pmen

top

portun

ities

Exp

osur

e to

inno

vatio

n an

did

eas

Net

wor

king

Cro

ssor

gani

satio

nal

wor

king

Opp

ortu

nitie

sto

wor

k on

impr

ovem

ent

proj

ects

Hig

her L

evel

/W

ider

lear

ning

26 26 25 22 18 18

How could the EL network support internal strategies?

• All of the above would be excellent additions to what we can achieve locally

• Support to develop systematic approaches to talent management within the organisation

• Work placements outside the NHS particularly in a commercial or creative environment

Would it be helpful to have a regional network for those talented individuals who need

development external to the organisation?

86.2%

10.3%3.4%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Yes Don't know No

25

31

What outputs would you want a networkto deliver for your own organisation?

• Feedback on additional performance• Guidance on how skills can be best used within organisations• Assistance with retention of the right staff – especially in current

climate• To link to organisational goals (particularly QIPP)• To help an organisation be forward looking, innovative and have a

‘can do approach• Bring back expertise/ideas from other areas• A register/pool of individuals to draw on for projects etc• Cost effective talent management system that can be used as an

employer as well as at regional level • Realistic assessment of emerging leader’s potential• Offering opportunities that cannot be delivered in-house • I wouldn’t unless it avoided the categorisation and pigeon-holing of

most talent management schemes

What outputs would you want a networkto deliver for individuals?

• Career enhancement• Development linked to PDR• Networking/sharing/cross fertilisation/mutual

support• Exposure to different professions, environments

and leadership styles• Broaden horizons• Support to achieve maximum potential• Stretch opportunities• Recognition, motivation and stimulation

How do you share best practise internally?

82.8% 82.8%75.9%

65.5%

48.3%

3.4%0.0%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

Intranet Awards Learningforums and

events

Internalmagazine

Website Socialnetworking

sites

Don't know

24 24 22 1914

How do you share best practice internally?

• DVDs / Videos

• Via our Bolton Improving Care System (BICS) quality improvement processes

Are you committed to supporting this agenda and see the development of emerging

leaders as a priority?

86.2%

13.8%

0.0%0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

90.0%

100.0%

Yes Don't know No

254

Would you like to be involved as a sponsor of the emerging leader’s network?

75.9%

13.8%10.3%

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

80.0%

Yes Don't know No

224 3

If you answered yes, would you be willing to be contacted in the future about this?

95.8%

4.2%

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

Yes No

23

1

Follow on:

• Survey with HRDs on Talent Management

• Support to organisations on talent management agenda – aligning our support to your context

• Review of strategy

• Dawn Nisbet – Lead

‘World Class’ Leadership Development

• Ivan Robertson – a survey of practices in leading organisations

• Individual readiness

• Organisational readiness

• Leadership Development activity/intervention

• Transfer and embedding

How do we support this together?

Where do responsibilities for this lie:

NationallyCluster wideRegional – what’s the NHS NW LeadershipAcademy’s to own and drive?Organisational – what’s yours to own andDrive?

Overview

• NHS ‘National’ Leadership Academy• Northern Cluster working• NW Leadership Academy• Emerging Leader Survey • Talent Management Survey• ‘World Class’ Leadership Development• Key priorities 2012/2013• Q and A

Questions?