Talent and Leadership Plan Executive Summary 2009/10

Contents

Overview Key Findings 2009/10 Priority Actions for 2009/10 Dashboard Summary 2009/10 Appendix 1: Talent map data Appendix 2: Spoilt for choice Appendix 3: Encouraging more clinicians and doctors to become leaders Appendix 4: Encouraging everyone to spot talent Appendix 5: Reective of our communities Appendix 6: NHS Talent and Leadership Framework Appendix 7: Risk Matrix Appendix 8: Measuring Leadership Quality

3 4 5 6-7 8 9-10 11 12 13 14-15 16 17-18

Overview

Towards the best, together sets ambitious goals in our pursuit to deliver the best health service in England. To achieve them, we need to make the most of our talented people and produce great leaders, both clinical and nonclinical, at every level across the health system. Change requires leadership, from the top and from every part of the service; this will also need to include our Non Executive Community. Delivery of our vision and pledges relies on more than just our systems, organisations and pathways, but also on a number of enabling strategies that cut across our basic infrastructure for delivery. One of these enabling strategies is leadership and talent management. We have a good track record in the east of England. In 2007 we launched our East of England Approach to Leadership and Talent Management and this includes a bespoke board 360 tool to aid Board development and provision of three agship leadership programmes: High Potential Executive Programme, Aspiring Directors Development Programme and Senior Clinical Leaders Programme. In 2008/9 we completed our rst Talent and Leadership Plan as part of our commitment to the Operating Framework and participated in the Department of Health proof of concept to test and develop its now published guidance Inspiring Leaders; leadership for quality. The DH guidance Inspiring Leaders: leadership for quality sets out 3 key purposes for the Strategic Health Authority: 1. Facilitate regional collaboration to improve the development of leadership capacity and capability for quality 2. Tailor regional standards 3. Commission senior development programmes

In the east of England we are ahead of the game with these requirements. We have a growing talent pool of aspiring Directors and Chief Executives; 2 participants from our rst high potential executive programme have been appointed to chief executive positions within the East of England, 14 staff from our Aspiring Directors Development Programme have been appointed to director positions and 24 have received promotions to more senior roles. We are the rst SHA in England that has delivered a systematic approach to talent management and rolled it out to Primary Care Trusts with all 14 EoE PCTs producing a Talent and Leadership Plan within their World Class Commissioning OD plans. In addition we have worked with one Foundation Trust to test and adapt our tools and they are now in the nal stages of development of their rst Talent and Leadership plan. This year we have had a 100% response rate for the request of system talent data. For the rst time organisations were asked to share names in addition to numbers and 40% of Trusts supplied names. This tremendous response is indicative of successful engagement and system support to date. One of our key challenges now is to build on this excellent cooperation and ensure we have clear ways of identifying and developing our potential leaders collectively. We also need to establish arrangements that will embed system wide the behaviours and processes that are the essential prerequisites for talent management. Our vision remains to be spoilt for choice and we have continued to make excellent progress towards achieving this.

3 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Key Findings 2009/10

1. The adoption of the Talent Management Essentials Model has been an important catalyst for a systematic approach to talent management The Talent Management Essentials Model has been implemented across the PCT commissioning community and one Foundation Trust in 2008/09 as planned The Talent Tool kit has been modified to support provider trusts with their talent planning process

4. We are leading by example All 14 commissioning PCTs have completed a Talent and Leadership plan as part of their World Class Commissioning Organisational development plans; 11 of the 14 were RAG status Green One Foundation Trust has completed its Talent and Leadership Plan Talent and Leadership is being placed as a standing Board agenda item in 79% of the PCTs The SHA will have completed its own internal Talent and Leadership Plan by end of July 2009

2. We need to continue to improve the quality of information All Talent pool data is self reported by the individual organisations, there is no independent validation of the data 11% of Directors are perceived to be ready now to be a Chief Executive; 11% of next step directors are ready now to be directors and 15% of Non-Executive directors are ready now to be chairs 80% of Chairs and Chief Executives still believe that data integrity is not strong enough to enable effective decisions on Talent Management A common database is required across the health system to support this 5. More work is needed to make the best of individual performance management and development 38% of staff in EoE Trusts did not receive an appraisal in the past 12 months: this is below the national average 47% of staff in EoE Trusts have not received job related development in the last 12 months: this is above the national average Potential and aspiration are not a routine element of performance appraisals

6. We need to align our programme delivery with our Talent and Leadership Planning 3. We continue to make progress on the inclusion agenda 29% of our Ready now Directors and next step directors are clinicians 8% of our Ready now Directors and next step directors are from a BME background 68% of our Ready now Directors and next step directors are women 3% of our Ready now Directors and next step directors are disabled Applications to the High Potential Executive Programme and the Aspiring Directors Development Programmes this year included assessment against the EoE potential model All applicants were assessed against the Talent Map by their Chief Executive Further work needs to be undertaken to align leadership behaviours to the QIPP agenda We need to ensure staff from the Senior Clinical Leaders Programme progress to the High Potential Executive Programme Future applicants for leadership programmes will be drawn from talent pools identied through a system wide talent mapping exercise

4 NHS East of England - Talent and Leadership Plan 2009/10

Priority Actions for 2009/10

We have achieved a great deal of progress against our Talent and Leadership strategy since development of our initial plan in 2008/9. We plan to build on this success and will focus on the following actions in 2009/10.

1. Continued development of the East of England Approach in light of QIPP A review of our Leadership and Talent Management approach to ensure that we improve alignment with Towards the best, together and delivery of the QIPP agenda Continued support of the Leadership Alumni and Clinical Leaders Network

Use intelligence from the PCT Talent planning process to inform participation on current leadership programmes as well as additional programmes of development for each level of our Talent pools A system wide review of Individual performance management processes to help embed the Talent review within existing systems Clarification of funds to support leadership capacity and capability including devolvement of Regional funds and matched funds from Trusts

5. Respond to the National Leadership Council Work-streams Continue to support existing leadership programmes and ongoing development of leadership capability through the Leadership Alumni Use the Leadership Alumni as a specialist reference group to inform national initiatives from the NLC - Clinical Leaders - Top Leaders - Emerging Leaders - Board Development - Inclusion Continue to work on how we can further improve our efforts especially to make our leadership talent pools representative of our population Increase our talent pools

2. Establishing an agreed governance framework for our emerging Talent pools Adopting a new construct to support delivery of the East of England Approach to Leadership Development and Talent Management - The East of England Leadership Institute Developing a brokerage model for Talent Management across Regional and Local systems Managing aspirations of individuals and their employing organisations Implement the National Talent Management database once procured Validate our data

Resource requirements 3. Continuing engagement across the system Engage across the system to share lessons learnt from the PCTs Talent Planning experience Encourage and enable annual Talent and Leadership plans for all Trusts and support PCTs to become system leaders of Talent management Roll out the Leadership and Talent Essentials toolkit across the system We are committed to 3.5m of investment in the East of England Approach to Leadership Development and Talent Management in 2009/10. In addition to our investment in current activity we will: Devolve leadership funds to each County Workforce Group to support locally agreed leadership interventions Establish the NHS East of England Leadership Institute

Recommendations to SHA Board 4. Optimising collaboration to develop future leaders Use the data from Talent mapping exercises to recruit to our Leadership programmes Agree to identify a Non-Executive Director to contribute to the Talent and Leadership Agenda Agree to receive bi-annual reports on Talent and Leadership Planning from the system and the SHA

5 NHS East of England - Talent and Leadership Plan 2009/10

Dashboard Summary 2009/10

East of England Chief Executive Talent Pool % who are:

% of Ready Now Chief Executives who are:

East of England Director Talent Pool % who are:

5% 11% 27% 33% 30% 32% 62% 30% 32% 11% 27%

Not Likely

Emerging Talent Ready Now

RN - BME RN - Disabled

RN - Women RN - Others

Not Likely

Emerging Talent Ready Now

Developing Talent

Developing Talent

% of Ready Now Directors who are:

East of England Chair Talent Pool % who are:

% of Ready Now Chairs who are:

5% 12% 15% 36% 56% 31%

27% 27%

47%

35%

3%

6%

RN - BME RN - Disabled

RN - Women RN - Others

Not Likely

Emerging Talent Ready Now

RN - BME RN - Disabled

RN - Women RN - Others

Developing Talent

6 NHS East of England - Talent and Leadership Plan 2009/10

Dashboard Summary 2009/10

Continued

% Ready Now who are: 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Chief Exec Directors Clinicians Doctors 0% 0% Chairs 13% 13% 14% 10% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 13%

% Developing Talent who are:

27%

18%

3% Chief Exec Directors Clinicians Doctors

5% 5%

Chairs

7 NHS East of England - Talent and Leadership Plan 2009/10

Appendix 1: Talent Map data

Future Chief Executives within Director Ranks NL1 8% (16) Performance ET1 8% (17) DT1 16% (33) RN1 9% (19) 11% of Directors are ready to be Chief Executives

NL2 15% (32)

ET2 16% (33)

DT2 14% (30)

RN2 2% (4)

NL3 4% (9)

ET3 0.4% (1)

DT3 0% (0) Potential

New to level 8% (17)

Future Chief Executives within Next Step Director Ranks NL1 6% (43) Performance ET1 6% (46) DT1 12% (92) RN1 7% (55) 11% of Next Step Directors are ready to be Directors

NL2 18% (138)

ET2 17% (128)

DT2 17% (129)

RN2 4% (32)

NL3 4% (30)

ET3 3% (25)

DT3 1% (9) Potential

New to level 6% (48)

Future Chairs within Non-Executive Ranks NL1 10% (8) Performance ET1 4% (3) DT1 10% (8) RN1 11% (9) 15% of NonExecutive Directors are ready to be Chairs

NL2 19% (15)

ET2 12% (10)

DT2 16% (13)

RN2 4% (3)

NL3 2% (2)

ET3 5% (4)

DT3 1% (1) Potential

New to level 6% (5)

8 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 2: Spoilt for choice

This measures whether we have sufcient talent to step up into CEO and Director posts compared to the number of posts that become available each year. To be spoilt for choice our target is to have a minimum of 2 candidates suitable for appointment for each interview. This graph is based on the actual demand in the system during the 12 months July 08 to June 09, these numbers have been used to determine our demand and Red, Amber, Green (RAG) thresholds. The plan will be to use baseline turnover data for CEO and Director posts to predict demand for future years. Ready now means able to step up within 1-12 months.

Ready Now Chief Executive Talent Pool 3.5 3.0 25 20 15 10 5 0 Demand Desired Talent Pool Gap (+/-) 7 14 9 23 2.5 2.0 1.5 1 0.5 0

RAG Status

Actual Ready Now CEO Talent Pool

RAG Status

Green

The RAG status is generated from the ratio of the actual Ready Now Chief Executive Talent Pool: the demand for Chief Executive posts 1:1 1.01 - 2.99:1 3:1 Red Amber Green

Continued overleaf >

9 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 2: Spoilt for choice

Continued

Ready Now Director Talent Pool 3.5 3.0 100 80 65 40 20 0 Demand Desired Talent Pool Gap (+/-) 39 78 87 2.5 2.0 1.5 1 9 0.5 0

RAG Status

Actual Ready Now Director Talent Pool

RAG Status

Amber

The RAG status is generated from the ratio of the actual Ready Now Director Talent Pool: the demand for Director posts 1:1 1.01 - 2.99:1 3:1 Red Amber Green

10 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 3: Encouraging more clinicians and doctors to become leaders

Of the Ready Now Talent Pool for Chief Executive and Director levels, there is some evidence of progress with our clinicians and doctors. More work needs to be done to grow the number of doctors in the Developing Talent pool and with clinicians across the board.

EOE % Ready Now Chief Executives, Directors & Chairs who are: 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Chief Executives Directors Doctors 0% 0% Chairs 13% 13% 14% 10% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

EOE % Developing Talent Chief Executives, Directors & Chairs who are:

27%

18% 13%

5% 5% 3% Chief Executives Directors Doctors Chairs

Clinicians

Clinicians

11 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 4: Encouraging everyone to spot talent

Spotting Talent Baseline This measures whether our CEO and Directors are recognising and meeting their responsibility to spot talent. The information below is the baseline from which we will track improvement. The talent pool gures include ready now (1 - 12 months) and Ready later (1 - 3 years)

350 300 250 200 150 100 50 0 2009 Chief Executive Community 2009 Chief Executive Talent Pool 2009 Director Community 2009 Director Talent Pool 41 86 224 308

12 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 5: Reective of our communities

This is an area that needs more work; we need to understand the barriers to people from a BME and Disabled perspective in gaining access to our Talent pools for CEOs and Directors. There is strong progress in achieving the gender targets.

EOE % Ready Now Chief Executives, Directors and Chairs who are: 50% 45% 40% 36% 35% 30% 25% 20% 15% 10% 5% 0% 5% 0% Chief Executive BME Directors Women Disabled Chairs 5% 3% 6% 12% 33% 35% 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

EOE % Developing Talent Chief Executives, Directors and Chairs who are:

47%

38%

27%

3% Chief Executive

4% 0% Directors BME Women Chairs

13 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 6: NHS Talent and Leadership Framework

Level National

Key Purpose Ensure market conditions and incentives enable leadership development for quality Set standards to accompany receipt of public funding Lead on creating advocacy for improvement Commission programmes National Leadership Council (NLC)

Sample Activities / Products Board development work stream - Board Development Platform Development, Standards Development, Quality for Improvement Programme Clinical leaders work stream - Leadership Accreditation, Cultural Change, Removal of Barriers, Clinical Fellows Inclusion work stream - Cultural Change, Understanding Barriers, Reducing Exclusion Emerging leaders work stream - Coaching Capacity, Emergent Leaders Network, Access Scheme Development, Talent Tracking Top leaders Development for top 1000 most business critical/complex posts Regional talent and leadership plan East of England Approach to Leadership and Talent Management - Board 360 diagnostic - Senior Clinical leadership programme - Non executive development programme - High Potential Executive Programme - Clinical Leaders Network - Executive coaching and mentoring - Aspiring Directors programme - Alumni Master classes - Talent Management toolkit and metrics Talent Tracking and Workforce data analysis

Regional

Create conditions to enable leadership development for quality Facilitate regional improvement Tailor regional standards Commission development programmes

14 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 6: NHS Talent and Leadership Framework

Continued

Level Employer

Key Purpose Create the culture of leadership for quality Systematically assess talent needs and develop improvement plans through their board of directors Ensure that the profile of leaders reflects the communities served Provide and commission development and career paths aligned with patient pathways and service delivery

Sample Activities / Products Organisational talent and leadership plan review annually Creating a culture of talent spotting and talent management Create opportunities for quality and improvement activities Local leadership and management development programmes KSF, Personal development reviews, 360 degree, individual and team coaching and mentoring Be proactive in participating in personal development and career portfolio planning Proactively identify personal stretch opportunities Access leadership and talent management programmes Commitment to coaching, teaching and/or mentoring others

Individual

Continuously learn and be prepared to teach and coach Seek development and career opportunities Spot talent and support the development of others

15 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 7: Risk Matrix

High

Impact

Alignment to the National Leadership council work-streams Fair and equitable access to leadership development Insufficient coaches to support behaviour change Raised expectations of what the SHA can deliver Insufficient workforce data from organisations Insufficient places on programmes to meet demand Lack of suitable providers (leadership)

Brain drain and changing workforce demographics Unable to track talent Limited organisational development and workforce plans Limited commitment and buy in to invest in leadership development Reduced leadership and talent pools Economic climate Organisations reluctance to release staff Lack of clarity about local, regional and national responsibilities for leadership and talent management Take action now Duplication of commissioning national, regional and local Conflicting strategies at local and regional level Poor preparation of leadership pool - undergraduate/pre-registration Professional entrenchment Mitigate risks

Mitigate risks Low identification and recruitment to development pathways Limited national support for regional approach

Low

Monitor Low

Probability

High

16 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 8: Measuring Leadership Quality Staff survey data 2008: sourced from the Healthcare Commission

Staff Survey questions that relate to Pledge 2 To provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1 2 3 4 5 28 27 45 81 81

Support from immediate managers rating on a range from 1 to 5, where 5 is the highest 3.644 3.642 3.640 3.64

66

65 57 54

3.638 3.636 3.634

42 3.632 3.630 3.628 3.626 3.624 3.63

1 - % feeling there are good opportunities to develop their potential at work 2 - % receiving job-relevant training, learning or development in the last 12 months 3 - % appraised in last 12 months 4 - % having well-structured appraisals in the last 12 months 5 - % appraised with personal development plans in the last 12 months National average for all trusts EoE average for all trusts

National average for all trusts EoE average for all trusts

17 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

Appendix 8: Measuring Leadership Quality

Continued

NHS Constitution Staff Pledge 2: to provide all staff with personal development, access to appropriate training for their jobs and line management support to succeed. The Talent Management Essentials model illustrates how effective talent management and leadership development requires the right processes, systems and tools. The appraisal process is integral to this as understanding what success and progress looks like promotes a sense of achievement amongst individuals, organisations and the system. From our most recent data it is clear that we need to do more across all organisations to improve the processes, systems and tools that underpin feedback and appraisal, as well as the provision of training. Percentage of staff appraised in the last 12 months in EoE organisations is 65%, the range is 38% at worst and 90% at best. This is similar to the national average of other SHA regions and is an improvement from the 2007 data which showed an average score of 59% Percentage of staff receiving job related training, learning or development in the last 12 months in EoE organisations is 81%, the range is 66% at worst, 88% at best. This is similar to the national average of other SHA regions and is an improvement from the 2007 data which showed an average score of 76% Percentage of staff with a personal development plan in the last 12 months in EoE organisations is 54%, the range is 26% at worst and 81% at best. There is no comparable data from 2007 as this is a new question, however it is below the national average of 57% Staff receiving support, guidance and feedback from their immediate manager across a possible score range of 1 to 5, with 5 being the best; the average for organisations in East of England is 3.63 with a range of 3.08 at worst and 3.89 at best; this is similar to the national average of 3.64. It is clear from this data that we need to focus action on the processes, systems and tools as described in the Talent Management Essentials model. This work will also enable organisations to adopt and embed the staff pledges within the NHS Constitution.

18 NHS East of England - Talent and Leadership Plan (Executive Summary) 2009/10

For further information please contact: Sarah Goodson Talent and Capability Manager E: sarah.goodson@eoe.nhs.uk

NHS East of England Victoria House Capital Park Fulbourn Cambridge CB21 5XB T: 01223 597 500 www.eoeleadership.nhs.uk This document can be made available in other formats on request.