Getting the best from the talent you have

1. Getting the best from the talent you have Julia Howl | Jonathan Magee

2. Typical activities Developing future leaders Succession planning Attracting the best people Fast track schemes Identifying high potential Selecting the best Defining what talent is needed Strategic talent management Defining what success will look like

3. Typical organisational approach

4. The opportunity cost? Data: Hay Group Insight

5. What’s the problem: • NHS staff satisfaction survey: • 84% of staff received an appraisal however only 38% of staff said these appraisals were well structured • 41% felt satisfied that their trust valued their work - this figure was lowest for ambulance staff at 21% (23% in 2012) and highest amongst clinical commissioning groups at 65%. • Less than a third of staff (28%) reported that senior managers act on feedback from their staff • Only 36% said that communication between senior managers and staff is effective - this figure is the lowest for ambulance staff (19%)

6. What’s the problem: • From Hay Group public sector research: • 71% of managers think that their organisations tolerate poor performance • Nearly half (49%) think that performance management procedure is a tick box exercise • Just over half think (53%) there is slack in the system • Only half (51%) think that strategy and objectives are clear • Nearly three-quarter (73%) don’t think performance management is linked to organisation strategy (Private sector study)

7. The missed opportunity? Observations based on diagnostics data and coaching sessions with c4,500 people working in the NHS since 2010

8. On the frontline “Those managers” “Just meaningless words” “Powerless” “like to reflect” “get things done”

9. Leaders of teams “Achievement orientated” “lower levels of empathy” “Lack in confidence” “protect my team” “Affiliative style” “love my team”

10. Leaders of leaders “Want to control” “Don’t want to be a leader” “Range of leadership styles” “Demotivated teams” “Want to reflect, but not valued” “Don’t hold to account”

11. Top Leaders “It’s the system” “Pacesetting leadership style” “I’m not clear” “Hands on” “Clinical leadership”

12. Managing Performance – What is it? • Managing performance is the vital link that ensures overall aims and targets lead to results • It’s a core function of leadership • It demonstrates how individuals can contribute to an agreed common purpose • It enables them to work at their best • It’s about managers actually managing

13. The not so sexy side of Talent Management • Creating the environment for people to give of their best • Setting clear expectations and high standards • Coaching and enabling people to improve • Transforming mediocre performers into high performers • Using people’s skills to the full • Challenging poor performance • Encouraging people who do not want to be here to leave

14. Managing Performance – what is at the individual level • I know what I have to do • I know what our teams’ priorities are • I know my manager values what I’m doing • My manager knows what I’m good at • My manager knows what my challenges are at the moment and is doing everything to make it easier for me to deliver • I know exactly how well I’m doing – what my manager thinks is going well and what’s not going so well • What’s the secret: My manager and I chat regularly about work

15. . Managing Performance – what is it at the manager level • “I know I can only deliver results through my people, and my focus is on ensuring they have everything they need to be as effective as they can ” “I care about improving performance” I’m accessible -They know they can ask me if they’re stuck I challenge unacceptable behaviour I spend time with my people I do not tolerate mediocrity I always enquire about under performance and find out why it has happened What’s the secret: I see my job as enabling others to do the job, not doing it myself

16. Managing Performance – what is it at the organisational level • Organisation priorities are clear to everyone • There is a culture of expecting high performance and no fear to challenge under performance • There is support to middle managers to manage performance • Managers know they can rely on their managers and the organisation as a whole to support them in tackling habitual underperformers • The organisation is not afraid to ‘let people go’ • Practical, emotional and legal support readily available to managers managing performance What’s the secret: The organisation supports managers to actively manage and develop people

19. The opportunity cost? Data: Hay Group Insight

20. Any questions?