1. Talent Management Executive Summary
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Talent Management Executive Summary
Presentation for (Executive Meeting) on DD/MM/YYYY

2. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

3. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

4. The National Context for Talent Management
We have a good legacy to build upon
Lord Darzi focus on Leadership as a fundamental building block to a better NHS
Focus on talent & leadership planning as integral part of Organisational Development Plans
Early movers in some regions with successess incorporated into new national offering
Recent leadership development successes
Creation of NHS Leadership Academy and its network of Local Delivery Partners inc. Kent, Surrey & Sussex Leadership Collaborative
Overhaul of leadership development and talent management offer
Regional Leadership Awards, refreshed healthcare leadership model
Current drive to improve quality of 1:1 conversations with staff
Talent Management Toolkit has been designed and piloted
Focus on Maximising Potential, aspirations and expectations
In process of being rolled out across the country
Tell your board and managers about what had brought us here- the development of a suite of national NHS talent tools with the NHS Leadership Academy, spread through a local KSS Network

5. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

6. Benefits of Good Talent Management
It helps us to deliver against our priorities
We can get an improved rounded view of the people we employ
We can better fit people to work according to their talents and aspirations
We can align personal behaviour with the right values that support better healthcare and promote health outcomes
It helps us to de-risk the business
We can see more clearly where our future leaders may come from
We can identify in advance potential succession gaps for key roles
We can be more attuned to the threats of key people leaving
It helps us to get better value for money
We can use it to promote a high performance culture
We can bring better focus to our learning & development budget
We can see where and on whom to focus our management effort
“If you look after the staff, they’ll look after the patients”
Talk through why talent management matters in the NHS and for our organisations

7. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

8. TM Roles & Responsibilities
To make this work we all need to be clear about our roles and responsibilities
Our Board & Executive Team
Our Line Managers
Our HR/OD Professionals
Advice and support from Kent, Surrey & Sussex Leadership Collaborative team
There are a number of distinct roles in making TM work in your organisation

9. TM Roles & Responsibilities
Board & Executive Team
Demonstrates their personal commitment
Role models the right behaviour
Provides agenda time on a regular basis
Supports their line managers & enabling teams
Promotes TM internally & externally
Line Managers
Takes responsibility for helping their staff to achieve their maximum potential
Invests personal time in coaching their staff to meet their objectives and targets
Demonstrates to their staff that they are credible advocates of the values through their management style and everyday behaviour
Our
People
HR/OD Professionals
Coaches executives and managers through the TM processes and tools
Takes ownership for confidential management information to enable processes to be effective
Networks with peers in other organisations and with the regional team to keep abreast of latest thinking and practices
NHS Kent Surrey & Sussex Leadership Collaborative
Provides subject matter expertise
Promotes collaborative working across the region & learning from leading practices
Represents the region through its support to the National Leadership Academy and their roll out of new initiatives
These are examples of the roles of different people in developing talent management

10. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

11. The Talent Management Toolkit (TMT)
Produced by the National Leadership Academy with support from the Local Delivery Partners, inc. KSS
Brings together good practice from around the country
Designed to support an inclusive national approach to talent management for all NHS staff
Supports a culture that shows we are engaging with and caring for our staff to encourage a climate where they value and care for our patients
Designed to improve the quality level of 1:1 staff conversations on their aspirations, career development and our expectations of their performance.
Aimed at helping all staff maximise their potential.
This is how the national approach to talent has been developed

12. Extracts from The Talent Management Toolkit (TMT)
What is Talent Management and Maximising Potential?
The Maximising Potential Conversation Tool
Converation Do’s and Don’ts
Online training in how to have a talent conversation
The Talent Grid Conversation Tool
Case studies
We all need to feel that we are listened to, understood and valued in our roles to achieve our maximum potential. Whether you are someone who is a reliable key contributor, someone who needs support to be able to reach your potential or someone exceeding expectations who is ready for a step change. Maximising potential is about considering everyone as an individual and the development that is right for them and making them feel rewarded and able to do a good job within our NHS.
There are two tools that have been created, a maximising potential conversations tool and the talent grid (9box grid) tool. Supporting these are a number of case studies, online training and examples of what to do and not do during a talent conversation. These can be found here:

13. What is Talent Management and Maximising Potential?
TM allows an organisation to have a rounded picture of the individuals it employs, future skills and the styles and behaviours needed to take the organisation forward to effectively deliver against its priorities. Ultimately, aligning the right people to the right roles with the right values will lead to improved quality of healthcare services and outcomes for our patients will continue to improve.
As part of the TM and maximising potential process, we look at reviewing employees against performance, behaviour, ambition and raw potential to move onwards and upwards. By looking at where employees sit on these scales it helps us to understand how best to support them in their development to reach their full potential in the wider NHS.
In common with the most national and international organisations, we look to provide a maximising potential process that works for all of our staff which is how the Maximising Potential Conversation concept has emerged.
The key element to any successful approach in maximising an individual’s potential is when managers and staff are able to have open and constructive conversations around their potential; where they are now, where they want to be, and how to be supported to get there.
Talent Management (TM) represents organisations’ efforts to attract, develop 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.
This means making sure we have: 1
The right people, in the right roles, with the right values
This is our national ethos to talent management in the NHS 2
With access to the right opportunities, exposure, stretch and development to reach their potential 3
Whether this be in their current role, or for a future role
“the right people…the right roles”

14. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

15. Purpose of succession planning
Why Succession Planning is important and the benefits we can get from it
Help us identify future leaders in the organisation
Mitigating risk in the organisation
A generic template is provided by the KSS Leadership Collaborative along with a template Talent Status Report which we could use with the Board to review important recruitment, development & retention initiatives.
There is a template succession planning report that is accessible through the KSS Talent webpage

16. Talent Management Executive Summary: Contents
The National Context
The Benefits of Good Talent Management
Roles & Responsibilities
TMT Key Components
Overview of Succession Planning
Next Steps

17. Talent Management – Next Steps
The (top team/Exec/Board) to give the go-ahead to launch a Talent Management initiative across (our organisation)
Improving our appraisal process by using the Conversation Tools from the TM Toolkit
Mitigating risk through a Succession Planning exercise
Individual (top team/Excc/Board) members to commit to personal accountability
briefing their own direct reports about the initiative
Working on their contributions to the Succession Plan
Schedule a date to spend some quality executive team time
Review the Talent Status Report
Agree our Risk Mitigation Action Plan
Think here: what do you think your organisation needs to do next to embed talent in your organisation?

18. In the end…….. Good talent management is good for:
Our people and how they can maximise their potential
Our organisation and how it performs against its priorities
Our patients & public and how they get high quality healthcare