Talent Management and Leadership Development for the Health Workforce Developing Our People My name is Brenda Hall and I am the Programme Manager for the implementation of the Talent Management and Leadership development framework which has been adopted by the 20 DHBs. I work for TAS in the Strategic Workforce Team- supporting the 20 DHB’s in their collaborative activity. We know the evidence on the determinants of health tells us that the heath sector can provide only a part of the work required to achieve health and wellbeing for our communities. Our health strategy makes it clear that to be effective we need to be one team- rather than multiple teams working in silos. Talent Management and Leadership Development for the Health Workforce

One Team The strategy tells us we need to offer pathways for developing leadership and talent that inspire and motivate people already working in the health system as well as those considering health work as a career. It tells us we need to invest in the capability and capacity of our whole workforce, including in NGOs and the volunteer Sector. And at all ages and stages of their career.

What does good leadership look like? Good leadership has common characteristics across sectors. It is a key determinant of the culture of any organisation, and that means DHBs too Traditional approaches to growing leadership are changing, from developing individuals or “heroic” leaders, to collective leadership with everyone taking responsibility for the success of the whole organisation and its role in the big picture. Working as part of a system requires a common approach. The state services commission have worked with the wider public sector to come up with a shared understanding of what good leadership looks like.

5 Dimensions of Leadership Success Profile (LSP) Leadership Character- Curious Resilient Courageous Honest Self-aware DHB’s as well as the Ministry of Health have joined this approach which is underpinned by a framework called the Leadership Success Profile Leadership with the right skills, values and behaviours is key to successful health and care systems, and delivering better outcomes for our communities. The 5 dimensions are Leadership Character Strategic Leadership- the future System Leadership-stewardship of the system Talent Management- developing our people Delivery Management- making it happen

Where does clinical leadership fit? Wider System Agency/Employer Qualifications Regulations Values Cultural Competence The LSP describes the leadership dimensions of a role and not every requirement. Professional roles have requirements of skills and qualifications and many include requirements for leadership. Organisations also have their own specific behaviours- and in health working in alignment with the DHB’s values and demonstrating the attitudes and behaviours associated with cultural competence are core requirements for all employees

Leadership Success Profile You won’t be able to read this- but look at the SSC website to see more detail about the framework. It is a framework rather than a programme though there is a common belief developing leaders is achieved by sending people on programmes. In practice, adult learning takes place 70 % on the job – by doing, 20% through others- coaching, shadowing and only through 10% Formal Programmes It is what happens at work and how development is supported that provides greatest opportunities to learn and put learnings including those from courses into practice. . http://www.ssc.govt.nz/sites/all/files/leadership-success-profile-2015-a3.pdf

What is Talent Management A joined up and intentional approach to match people to roles where they can have greatest impact, grow their skills and follow their career aspirations. For the many, not the few- everyone has a development plan Led by people leaders- not an HR process Regular conversations at the heart with honest feedback about how you are doing and what you need to thrive Building the leadership at all levels of the organisation starts with talent management. Talent Management is HR speak for joined up organisational processes and practices to attract, develop, motivate and retain productive and engaged employees. Its not an HR process- but it’s led by managers and people leaders through regular development conversations. People can share responsibility for their development by initiating conversations with their manager, and sharing their career aspirations

Diversity and Inclusion To make a difference to health equity we need diverse people and perspectives to reflect the makeup of our communities. The Diversity and inclusion lens pays attention to cognitive and cultural diversity, as well as ethnic and gender diversity. That means in all aspects of the workforce we need to pay attention to occupational segregation where different groups are over represented at some levels and under represented at others. For example who are support workers and who are in regulated roles.

What are we doing? DHB’s are starting where it makes most sense for them- building on what they have Encouraging and supporting regular development conversations Sharing resources Identifying opportunities for secondments, projects, cross sector working Regular development conversations between managers and the people they lead create opportunities for engagement and for valuing and recognition of work done- not just once a year to tick the organisations compliance requirement for performance appraisals DHBs are sharing resources amongst themselves- not reinventing things 20 times And encouraging opportunities for cross sector work- between primary and secondary care, and beyond to the wider public sector to broaden experience and understanding.

For further information visit- https://tas.health.nz/strategic-workforce-services/workforce/talent- and-leadership/ www.ssc.govt.nz/leadershipandtalent Email : Brenda.Hall@tas.health.nz Strategic Workforce Services As leaders, regardless of whether or not you are in a designated leadership role- I invite you to think about what you are doing to grow your successors and how many leaders you can encourage and develop at all levels to help build our leadership capability for the future. For more information, look at the websites and ask your Allied Health Leaders what is happening in your workplace