1. Talent Management
[ORGANISATION NAME]

2. Aims of this session What is talent management? Why talent management?
Talent management conversations/appraisal
Talent Management Board /Forum priorities
Issues / ideas

3. What?
Talent Management (TM) represents organisations’ efforts to attract, develop, engage and retain skilled and valuable employees. Its goal is to have people with the capabilities, commitment and behaviours needed for current and future organisational success.

4. This means…
The right people, in the right role, with the right values to meet the needs of [ORGANISATION NAME].
With access to the right opportunities, exposure, stretch and development to ensure consistent high performance & reach their potential.
Whether this be in their current role, or for a future role.

5. Vision (ambition) of the organisation
E.g. To be a recognised centre of excellence with high quality staff providing high quality services that exceed people’s expectations.
[ORGANISATION NAME] Talent Visiion
E.g. “Helping people to be as good as they can be – helping [ORGANISATION NAME] to do things better”
Initially, leadership and management networks, all other band 7 plus, band 6s, learn what works then widen to the whole organisation.

6. Success in a competitive environment means…
Everyone should understand [ORGANISATION NAME] business, and be either emotionally or financially (preferably both) invested in its success (employee engagement).
Understanding and matching aspirations of staff linked to the requirements of the organisation (conversations).
Being able to offer development that reflects the variety of qualities needed from different staff groups (employee investment).

7. Why?
Skilled experienced workforce is starting to think about retirement (at all bands).
Proactively manage knowledge transfer and skill development.
People may have motivation / skills we are not using to our full advantage.
Competitive advantage through focus on capability / knowledge / behaviours / potential we need in the future.

8. Engaged staff… Feel respected and treated fairly.
Know that they are listened to.
Understand how they contribute.
Feel proud of their jobs and their accomplishments.
know what the future might hold for them and how they might get there.
Enjoy good, productive relationships with their co-workers.

9. Dilemmas How to carry this out in a fair and transparent way.
How to assess potential without opportunities and the availability of opportunities.
The importance of performance management and performance management skills.
Culture and bias.
Blind spots.
Manager bias.
Personal circumstances.

10. Talent Lead Talent Board Members of EMT Chair Talent Forum Chair The
National and Regional development opportunities via NELA / NHS Leadership Academy
Talent
Lead
Talent Forum
Chair
Talent management database
Increasing knowledge of the staff with potential and skills
Local meetings where supply / development / performance of staff is discussed
The
Talent Pool
North Yorkshire
Teesside
Durham & Darlington
Planning & performance
Finance & information
Nursing & Governance
Forensic services
Estates & Facilities
Medical Directorate
Allied Health professions
Psychology
Pharmacy
HR, OD & Comms
Clinical Director

11. Role of the leader/manager
Meaningful
conversations
Meaningful
opportunities
Coach
Set standards and
assess performance

12. It’s not rocket science…it’s more complicated than that
“If you give your people the chance to perform at their best; if they are engaged in what you’re trying to achieve and if you have a workplace in which they can develop and shine; then you will have a powerful edge that no other organisation can copy.”
Turner and Kalman 2014

13. 9 box model – it’s all about conversations
performance
High performance
Low potential
Are they happy in this role?
High performance medium potential -
Ready for development /stretch opportunities?
High potential and high performance -
Ready now for next role?
Medium performance and low potential
Why? Developing in role? Right role? Motivation?
Medium potential and medium performance – solid performer, what do they need to continue?
High potential medium performance – ready for development / stretch opportunities?
Low performance and low potential
Why? Developing in role? In right role? Motivation?
Medium potential low performance
High potential but low performance – Have they opportunities to practice with good support?
Potential

14. [ORGANISATION NAME] Conversations
Where is the individual now in relation to their performance – ability / potential.
What opportunities will arise from the current business plans and improvement ideas within the Directorate?
Next role and role after.
Over supply (lack of progression opportunities where they are desired) / under supply (difficulties recruiting).
Inter directorate development opportunities.

15. Survey results
In the short term people wanted to stay in their current role as it evolved (%).
In the medium term more people were interested in progression (40%).
There were more people actively thinking about retirement in the 3 locality Directorates than Forensic and corporate.
People would think of leaving [ORGANISATION NAME] to gain experience and progress their career.

16. TMF Priorities year 3
Ensure leaders and managers in the leadership and management networks have participated in talent management conversations with their line manager (that identifies their aspirations and agrees their readiness for development, then all other band 7 and above, then Band 6.
Pilot in some areas for all staff.
A gap analysis has been conducted to identify oversupply or undersupply of workforce within and across Directorates.
Plans are developed to address any gaps or oversupply.
EMT agree report and action plan extending talent management approach to the whole [ORGANISATION NAME] workforce.

17. Risks Talent management seen as "elitist" and so resisted.
Ideas do not translate into action and change.
Continuing difficulties to appoint.
Damage to [ORGANISATION NAME] reputation as an employer.
Not prepare for retiring workforce.

18. Baseline information Baseline information.
Local Questions on the staff Survey.
Specific survey to members of the leadership networks.
Completeness of the database – what do we know about staff ambitions, what opportunities are available to people.

19. Issues and ideas