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NHS Talent management conference 29th June 2009
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Agenda
Introduction to Jackson Samuel
Update on the talent management toolkit project
Some thoughts on starting to pull your strategy and plan together
Introduction to Jackson Samuel
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The work we do…
Founded in 2004, Jackson Samuel is a specialist consulting and executive search firm
Our consulting work with clients focuses on talent management, and human resources strategy and effectiveness
In our search work, we advise on the appointment of top executive and senior functional roles, across all industries
Career Development Executive SearchHR EffectivenessTalent Management
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Leadership development & coaching
Change management & organisation development
Employee engagement
Our clients and the type of work we have done with them
Talent management strategy, processes & systems
ABN Amro
Alliance and Leicester
AstraZeneca
Barclays
BT
BP
British Museum
CEVA
De Beers Group
DSG International
First Choice
Liberty Global Inc.
Musgrave
National Grid
News Corporation
News International
NHS Institute
NHS London
Sainsbury’s
Severn Trent
Sony Ericsson
Thomson Reuters
TNT
Argos
Chellomedia
Department of Work and Pensions
Jones Lang LaSalle
KPMG
Liberty Syndicates
SEGRO
Zonemedia
Disney Interactive Services
Musgrave [Marketing Function]
Musgrave [Trading Function]
TK Maxx
HR strategy, capability & effectiveness
Bank of New York
Boots
CIPD
DSG International
Harper Collins
HSBC
Musgrave Group
PepsiCo UK and Ireland
Scottish and Newcastle
Sony
Sony Ericsson
The Royal Bank of Scotland
The Brett Group
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Our research
From Compliance To Commitment:Bringing Talent Management
Processes To Life
The Golden FewLessons in talent management from the worlds
of entertainment, sport, arts and academia
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From compliance to commitment
In 2007 we published an in-depth investigation into talent management, researching 58 leading organisations. To understand how to transform talent management from an exercise in compliance to one of true commitment.
Why we did the research
We know that in theory …but in reality
Effective talent management drives business performance
It is hard to get the attention of line managers to focus on talent issues
Having a strong business case helps Even a strong business case doesn’t guarantee CEO attention
There are well proven models for implementing change in organisations, and these should apply when implementing talent management processes
The standard change models don’t seem to work – effective talent processes require individuals to give more of themselves than other processes
There are an infinite number of models on high potential, and these should help bring clarity to the debate
Organisations are still not confident that they are looking for the right things, or spotting the right people.
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The golden few
Last year we published a report on how some of this country’s best known and most respected enterprise organisations find, nurture, develop and manage the rare few who have the potential to get to the pinnacle of a highly competitive field. Extracting the key lessons that mainstream organisations can learn from them.
Why we did the research
We know that in theory …but in reality
Mainstream organisations are increasingly focused on managing talent
Many talent management practices are organisation-centric and impersonal, and focus on process not people
Many organisations have well defined and structured processes to ensure they identify the talent they need
Prescriptive definitions and processes for identifying talent can be restrictive and miss the qualities of the truly exceptional
Mainstream organisations now manage their talented individuals as much of a priority as they do their other business resources
Few in mainstream organisations see it as their job to manage talent. Therefore doing so will always be second to delivering on short term performance objectives
Talent management toolkit – progress update
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The scope of the project – ‘spoilt for choice’
To build a toolkit for the London SHA trusts which includes a range of products associated with the design implementation and ongoing success of talent management initiatives
To develop the necessary tools, processes and materials to ensure the successful utilisation of the toolkit
To ensure stakeholders are informed and engaged with the design process and end product
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The project team
Trust project leads
Diane Odling Smee – N Middlesex
Marita Brown – UCL
Ann Pyat – Royal Free
Charlotte Johnson – Haringey
Geoff Speed – Great Ormond St
Jackson Samuel
Shalene Chugh – manager & content
Gill Morrison – content expert
Caroline Whitehill – content expert
Ella Coleman – designer
Executive sponsors
Kevin Croft – North Middlesex
Aidan Halligan – UCL
Rebecca Myers – Royal Free
Sarah Timms – Haringey
Judith Ellis – Great Ormond St
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Lesley Uren – Lead
London SHA
Sarah Holden – Project Lead
London SHA
Karina Malhotra – Project support
The NHS partner consortium Consulting support The SHA support
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The 4 key phases of the project
Establishment of project
partnership
Definition of project plan
Design and delivery of
toolkit
Design and delivery of
communication materials
JUNE JULY – SEPTEMBER OCTOBER – NOVEMBER JULY
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Establishment of project partnership
Selected the NHS consortium team
Selected the Jackson Samuel project team
Agreed the terms of reference – the objectives, scope and deliverables
Developed the draft roles and responsibilities of the consortium and project team
Planned kick off project team meeting
What we have done so far
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Phase 1 – still to do
Establishment of project partnership
Establish the talent mind sets of the project team
Confirm roles and responsibilities of the project team
Identify key stakeholders
Create a stakeholder engagement plan
Agree high level project plan
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Definition of project plan
Produce the detailed project plan
Review the plan with key stakeholders
Review and discuss stakeholder feedback
Finalise the project plan
Phase 2 – to do
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Design and delivery of toolkit
Gather and review best practice from inside the NHS and
beyond
Develop high level toolkit design and test with stakeholders
Finalise high level design
Produce the toolkit - version 1 and test with stakeholders
Produce version 2 and test with stakeholders
Make final changes
Sign off final version
Phase 3 – to do
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Design and delivery of communication materials
Agree principles for communicating to and engaging all
stakeholders
Develop high level launch plan and accompanying tools
Agree launch process including roles and responsibilities
Launch
Develop plan to ensure sustainability of toolkit
Phase 4 – to do
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How can you get involved and keep up to date?
Help us to understand you needs as an end user by visiting our stand today and completing a contact sheet
Take on the role of toolkit champion for your Trust and own the lead during the launch to make it happen
Any questions or thoughts?
Getting started on your talent management strategy and plan
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A reminder for some – mindsets first!
Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
Talent management is more than just the forms and processes
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The phases of the project align with this model
Mindsets
Infrastructure
Messages
Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
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Understand the mindsets of your leadership and your team
Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
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Your collective mindsets from our workshops
Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
Where you are now
Where you would like to be
Key:
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Dimension Example talent principles
Talent ownership
Talent management as a business process
Transparency
As part of an open and ongoing dialogue, we share with people how we see their performance and potential, and, taking account of their aspirations, what this may mean at a given point in time for their development and progression. We do not share the specifics of succession plans as these are compiled as a corporate risk management exercise
Differentiation
Risk-taking
Development
Responsibility for career development
Through discussion your leaders can arrive at some talent principles
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Go on to establish what needs to be in place to enable you to deliver on the principles – for example:
What needs to be in place to have an open and transparent process?
Clear shared understanding of the data to be shared including ‘when’ and ‘how’
Common understanding of what “good” looks like - (i.e. high potential and other “talent” definitions)
Development and deployment infrastructure to ensure that action is taken once feedback has taken place
Support to line managers to help them with difficult conversations
A communication plan to engage line managers, talent and other employees etc
Etc
Etc
Etc
Etc
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Conduct an audit of what you have vs. what you need to deliver on each of your principles
What needs to be in placeWhat do you have already?
What needs to be developed?
Clear shared understanding of the data to be shared including ‘when’ and ‘how’
Common understanding of what “good” looks like - (i.e. high potential and other “talent” definitions)
Development and deployment infrastructure to ensure that action is taken once feedback has taken place
Support to line managers to help them with difficult conversations
Task
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Task – developing a multi year talent plan
In pairs take one of the dimensions from sheet 1 and develop a statement that describes where you would like to be in 3 to 5 years – this will be your talent principle for that dimension
Use sheet 2 to describe what needs to be in place to deliver on your principle
Use sheet 3 to conduct an audit of what you have now and what needs to be developed
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Sheet 1
Your collective mindsets from our workshops
Source: ‘From Compliance to Commitment: Bringing talent processes to life’ (Jackson Samuel, 2007)
Where you are now
Where you would like to be
Key:
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Sheet 2
What needs to be in place to bring your principle to life?
What needs to be in place to
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Sheet 3
What do you have already and what needs to be developed?
What needs to be in place What do you have already? What needs to be developed?
Plenary feedback
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Prioritise and sequence your actions to create a multi year plan
Year 1 Year 2 Year 3
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Create a plan for the annual cycle – an example
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Action planning example continued
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And finally:
Check that your action plan pays attention to:
Mindsets
Messages
As well as infrastructure!
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