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Talent Management in London

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Talent Management in London

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    1. Talent Management in London Anne-Marie Archard Leadership Development Manager Julia Shorter Talent Management Manager

    2. High Quality Care for all raised the profile of leadership, particularly focusing on clinicians and we need to respond to national drivers. High Quality Care for all raised the profile of leadership, particularly focusing on clinicians and we need to respond to national drivers.

    3. 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. 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.

    4. 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. 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.

    5. What’s happening in London Commissioned a talent management survey Collect baseline data Survey NHS Organisations Interview senior leaders Developed leadership programmes to identify and support talent Next Generation Chief Executives Prepare to Lead Darzi Fellows Developing new programmes/workstreams Next Generation Directors HR Directors development programme Coaching register Board Development Talent Toolkit

    6. Talent Management Survey Key Themes 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 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

    7. Issue: The profile of senior bands varies; linking developmental programmes to Executive level requirements and band profiles will be essential for longer term success 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 yearsPopulations 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 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 yearsPopulations 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

    8. Issue: Four drivers will impact both the supply and demand profile for senior level resources across all organisations 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 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

    9. Recommendations Recommendations for talent management focus on the role of NHS London, and the support it could provide to help organisations develop talent

    10. Recommendations

    11. Table discussion

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