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Agenda Item 12.4 Appendix 1 Blue Box

Leading Excellence in Leeds

Our Talent and Leadership Plan

2015 – 2020

Update - November 2016

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Foreword

I am delighted to introduce our talent and leadership plan 2015-2020 “Leading

Excellence in Leeds”. This work builds upon the Trust’s five year strategy which

makes a commitment to develop strong clinical leadership, identify and nurture talent

and embrace diversity. This plan outlines our aspirations for the development of the

“Leeds Way” and describes how we will build leadership capacity and capability in

the organisation. This document has been updated in November 2016.

Our talent and leadership plan outlines and describes our approach to achieving a

high performing, evidence based organisation delivering the vision to be the best for

specialist and integrated care.

Our leaders will behave in a way that demonstrates the “Leeds Way” as “the way we

do things around here”. They will ensure they and staff across the organisation are

held to account through the behaviours that underpin the values.

This plan is a “chapter” of our broader People Strategy that also includes a series of

complementary chapters that focus on our volunteers, engagement, education &

training and workforce planning to ensure we have the right staff, at the right time

with the right skills.

On behalf of the Trust Board, we look forward to working with all staff and leaders to

make this ambition real and relevant in all parts of the Trust.

Dean Royles,

Director of Human Resources & Organisational Development

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CONTENTS

Section 1 – Setting the Context - 4

1.1 – Introduction – Developing the Plan - 4

1.2 - The National Context - 4

1.3 - The Evidence Base for Leadership and Talent Management - 4

1.4 - The Local Context - 5

Section 2 – Our Ambitions - 6

2.1 – Key Principles - 7

2.2 - Linkages to other Strategies and Plans - 7

2.3 - Our Leadership Model - 7

Section 3 – Our Programmes of Work - 8

Section 4 – Delivering the Plan - 16

4.1 Presenting and Promoting the Plan - 16

4.2 Roles and Responsibilities - 17

4.3 How will we measure progress? - 17

4.4 How will we oversee progress and review the plan? - 18

4.5 Our Leadership Goals - What would success look like? - 18

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1. Setting the Context

1.1 Introduction – Developing the Plan

To achieve our vision to be the best for specialist and integrated care we have

developed our Talent and Leadership Plan for 2015-2020. This will contribute to the

delivery of our vision and goals over the next five years. It sets out the Trusts

approach to build leadership capacity and capability.

We want strong strategic, clinical, operational and professional leaders who deliver

the vision and embed the values of LTHT, understand their contribution to achieving

these goals and feel proud to work for the Trust and recommend it to others.

This plan is a “chapter” of our broader People Strategy that also includes a series of

complementary chapters that focus on our volunteers, engagement, education &

training and workforce planning to ensure we have the right staff, at the right time

with the right skills.

The plan and it’s supporting priority work programmes has been developed through

feedback from the development of the Leeds Way, business planning processes of

the Clinical Service Units, results of staff feedback activities and national drivers of

best practice both internally and externally to the NHS.

1.2 The National Context

Sustainable Transformation Plans (STPs) represent a shift in the way that the NHS

in England plans its services. While the Health and Social Care Act 2012 sought to

strengthen the role of competition within the health system, NHS organisations need

to collaborate to respond to the increasing demand for local services. This new

approach is being referred to as place-based planning and this chapter of the People

Strategy has been refreshed to ensure we are equipping our leaders with the skills

they need just not for today, but in preparation for the emerging models of health and

social care being laid out covering three headline areas:

Improving quality and developing new models of care

Improving health and well being

Improving efficiency and services

As the challenges and complexities facing leaders in the NHS grow, the emphasis

and focus of our talent and leadership plan needs to address the emerging

development needs of our management and leadership community.

1.3 The Evidence Base for Leadership and Talent Management

Recent studies, from government inquiries into failing care at mid-Staffordshire

(Francis) to high-level reviews of patient safety (Berwick) and quality of care

(Keogh), underline the importance of maintaining a grip on patient care at all levels in

the organisation. A review by the Kings Fund in 2013 supported the case for

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strengthening managerial capacity at a time of increasing demands and reduced

resources (Kings Fund 2013). We know that good management can make a

difference and that leadership is the most influential factor in shaping organisational

culture.

These findings are given further support by the analyses of the NHS staff attitude

surveys (West 2012). Drawing on data from the annual NHS Staff Survey and other

sources, the report ‘shows how good management of NHS staff leads to higher

quality of care, more satisfied patients and lower patient mortality’ (2012: 2).

‘By giving staff clear direction, good support and treating them fairly and

supportively, leaders create cultures of engagement, where dedicated NHS staff in

turn can give of their best in caring for patients. The analysis of the data shows this

can be achieved by focusing on the quality of patient care; ensuring that all staff and

their teams have clear objectives; supporting staff via enlightened Human Resource

Management practices such as effective appraisal and high quality training; creating

positive work climates; building trust and ensuring team working is effective.’

(West 2012)

A number of studies including Hales and Alimo-Metcalfe emphasise the importance

of clinical leaders in managing the emotional climate and fostering a positive culture

in NHS oranisations. Outside health, the role of leaders in fostering a positive

`service climate’ which links staff wellbeing through good employment practice to

customer (patient) outcome has been noted in the business and management

literature (Hong 2013). The wealth of evidence points to a single conclusion -

effective managers improve services for patients.

A study by Powell assessed the impact of talent management interventions in

organisations and helpful lessons emerged, such as the importance of well-

conducted appraisals in identifying and nurturing talent and the need to embrace a

wide range of activities at all levels in the organisation. These included coaching,

mentoring and job rotation as well as more formal leadership programmes.

1.4 The Local Context

Today’s healthcare managers at all levels in the organisation face increased

demands, rapidly changing environments and strained resources. Traditional

boundaries and silos have often been broken down, which poses new challenges for

those running services. Many of the problems facing our middle or frontline

managers are complex or `wicked’ issues without simple, technical solutions. They

require negotiation and political skills, engaging a range of stakeholders in networks

and partnership.

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As the Leeds way values become firmly embedded in the organisation it is important

for frontline (and more senior) managers to foster positive organisational climates

and outcomes from the interrelationship between leadership, staff engagement and

quality of care for patients. This chapter of the People Strategy describes our

approach to talent and leadership within an agreed framework, to develop the kind of

leaders which LTHT is aiming for.

The Five Year Strategy for the Trust is presented below:

2. Our Ambitions

Our ambitions for this chapter of the people strategy are for leaders at all levels in

the organisation with both formal and informal kinds of authority, direct and indirect

leadership, clinical and non-clinical, individual and shared modes of leadership.

Our leaders play a crucial role in implementing our shared vision, driving quality and

patient care, striving to constantly improve, empowering others and modelling the

Leeds Way.

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2.1 Key Principles

In developing the plan, we have agreed a set of core principles that underpin the

development and delivery of our ambition and priority areas. The principles are that

our leaders live the Leeds Way and:

Are committed to delivering high quality, safe and compassionate care

Recognise that the best way to influence is to set an example

Bring about positive change

Understand the importance of communication and engagement Learn from mistakes and never stop developing themselves and others.

2.2 Linkages to other Strategies and Plans

This plan has been developed with clear alignment to the outputs of the Clinical

Business Strategies of the CSU’s and the development of other complementary

strategies in the Trust, in particular the Education, Learning and Development

chapter of the People Strategy. It also recognises the progress in our CQC report

with a ‘Good’ rating in the Well Led domain.

2.3 Our Leadership Model

Recognising our need for adaptive and productive leaders and teams, the Trust has

adopted the Leadership Academy model designed to be useful for leaders at all

levels working in a healthcare environment. The model is made up of nine leadership

dimensions which map to the Leeds Way Values and behaviours

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3. Our Programmes of Work

Significant progress has been made in each of the work programmes since this plan

was published in 2015; key achievements are highlighted below:

Medical Leadership:

121 consultants have completed the programmes delivered in partnership

with CIHM

Mentoring for doctors established with a handbook and training available

Accredited Programmes:

Our accredited programmes allow leaders access to a formal recognised

transferable management qualification. The CMI programme has been completed by

221 individuals at the levels shown below:

CMI Level Numbers completing

2 100

3 93

5 19

7 9

30 employees completed the Post Graduate Certificate in Healthcare delivered in

partnership with Loughborough University.

Foundation Programmes:

The foundation leadership programmes have been rolled out and receive positive

evaluation. Our Introduction to Management courses provide support to those on the

first step of the leadership ladder. This is complemented by our Leading for Patients

programmes, aimed at Bands 5, 6 and 7 Allied Health Professionals (AHP’s), Nurses

& Clinical Scientists, which provide the essentials of patient-centred leadership.

Programme Numbers completing

Introduction to Management 506

Leading for Patients - Band 5 97

Leading for Patients - Band 6 84

Leading for Patients - Band 7 57

Master Classes &Supporting Activities:

A masterclass led by Professor Michael West was delivered to the Senior

leaders in the organisation.

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Four new internal coaches have completed their training and have joined our

internal network of coaches increasing the number of internal coaches

available from 14 to 18.

There has been an increase in the number and range of employees accessing

coaching and the internal and external coaching service has been expanded

to meet demand.

Our external coaching network has been expanded to include four additional

coaches specialising in medical leadership coaching, career planning and

leaders in difficulty.

The Connecting Leeds Leaders programme was delivered to 12 candidates

from LTHT, the University of Leeds and Leeds City Council.

The Board has undertakin a 360 feedback assessment and agreed an action

plan.

24 people have accessed the NHS Leadership Academy Healthcare 360

feedback model to provide a leadership ‘benchmark’ and a rounded view of

current leadership style.

Our CQC assessment moved from ‘Requires Improvement’ to ‘Good’ overall

with the Well Led domain being rated as ‘Good’ throughout.

Future Priorities and Programmes of Work

To achieve our talent and leadership ambition and embed the “Leeds Way” we will

focus on the following areas:

Our Programmes of Work Model

•Portfolio of Management Development (including informal development)

•Organisational Development Tool

•Talent Management •Medical Leadership Development

Empowerment Fair

Accountable Collaborative

Patient

Centred

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Medical Leadership Development

There are four work themes supporting medical leadership development and

engagement described below with plans going forward:

1) Networks and Forums

2) Medical leadership development

3) Skills development workshop (including mentoring for Doctors)

4) Faculty of Medical Leadership and Management Standards (FMLM)

1) Networks and Forums

New Consultants Network The New Consultants’ network is established to provide peer and senior leadership support to consultants, who may be new to their role and / or new to the Trust (within the last five years). It provides new consultants with the opportunity to build and increase their networks and develop relationships with the senior management team. Junior Doctors Body (JDB)

The Junior Doctor Body is a group of trainee doctors that aims to improve

relationships with trainee doctors and senior managers and encourage trainee

doctors to participate in leadership, management and quality improvement

opportunities.

Consultants Forum The Consultant Forum is designed to support and develop LTHT consultant providing the opportunity to engage effectively with a range of agendas, relevant topics and Trust issues. These networks will be supported to continue:

2) Medical leadership Development

Two programmes, both enhanced by access to coaching are planned:

Foundation Medical Leadership Programme This programme is for consultants with no or little leadership/ management development. The programme runs for four days and covers six modules and will be delivered by the Organisational Learning team, with the KPO team delivering the Leadership Orientation Day. Advanced Medical Leadership Programme This programme is for those in a senior clinical leadership role or aspiring to a senior clinical leadership role who have some leadership/ management experience or formal training. The programme runs for six days and covers seven modules and will be commissioned from the University of Leeds. The one day Leadership orientation will be delivered by the KPO team.

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All of the CD’s have been offered access to external coaching and a series of

master-classes are planned at quarterly intervals.

3) Skills Development

Feedback suggests that the development programmes and opportunities available for consultant medical staff are not always known. The portfolio of development opportunities at will be widely publicised and promoted to all doctors at LTHT to include:

Lean for Leaders (Leeds Improvement Method)

Finance eLearning

Mentoring for Doctors

Managing Difficult Conversations

Masterclasses Working in collaboration Medical Education and Organisational Learning are supporting mentoring for Doctors, rolling out training and on-going development for Doctors taking on a mentoring role.

4) Incorporating FMLM Standards into Medical Leadership The Faculty of Medical leadership and Management (FMLM) has developed and published standards for medical leadership and the Trust will adopt and embed these standards in its medical leadership development programmes. The FMLM 360° evaluation tool will be made available to all medical leaders in 2017

and a cohort of facilitators will be trained (20) to provide feedback to facilitate this.

The leadership and development programmes will be mapped to the FMLM

standards and formal accreditation of Trust programmes by FMLM will be applied for

in 2017/18 with the vision to provide these programmes more widely to

Organisations in West Yorkshire. At the same time, the Trust will seek to form a

formal partnership with FMLM as part of that process.

Talent Management

Talent Management is not a standalone concept but works to support organisational

objectives and workforce strategy in an integrated and strategic way. Looking at

‘what’ Talent Management does is important but the time is right to also look at ‘how’

we do it. The challenges ahead can only be met by resilient, visionary, agile and high

performing leaders.

We need people with the capabilities, commitment and behaviours needed for

current and future organisational success.

Our aim at LTHT is to support Talent Management individuals who can make a

positive difference to organisational performance and drive improvements in patient

care. Importantly, this means making sure we have:

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The right people, in the right roles, with the right values (Leeds Way).

With access to the right opportunities, exposure, stretch and development to reach their potential, whether this is in their current role, or in a future role.

In recognition that it is the responsibility of every manager to identify and nurture

talent in their area our aim is to:

Set the direction, scope and approach for talent management.

Ensure talent systems and processes are aligned to the Trusts business plans.

Create links between the organisational goals and the competence to deliver them.

Three specific interventions are planned:

a) Roll out of Talent Management Toolkit. b) Talent @ Leeds Teaching Hospitals. c) Shadow Board.

A) Talent Management Toolkit

In the coming 2017 appraisal season we will roll out the Talent Management Toolkit

which includes:

Maximising Potential Conversations - training will be available for managers

helping them to explore with staff members;

where they are now in their career/job role

where they want to be

how they can be supported to get to the next step

There may be many different outcomes from the Maximising Potential Conversation

which could include:

Targeted support to reach the potential in their current or future role.

A formal and structured induction/ preceptorship period and plan.

Setting clear objectives (performance and developmental).

Feedback from others e.g. 360 degree review.

On-going feedback from manager.

Coaching / buddying on the job.

Mentoring for technical aspects of the role from experienced staff.

Self-development opportunities eg: self-growth and higher insight.

On-going education, training and development to maintain / stretch current performance.

Secondments into development assignment.

Projects to develop skills / knowledge / competencies in their current role.

Diagnosis of career options may be appropriate.

Profiling tools such as Myers Briggs which will allow the individual to understand their key drivers, and explore if the job actually fulfils these

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motivators.

Counselling/health and well-being if personal challenges affecting work.

B) Talent @ Leeds Development Programme The Talent @ Leeds development programme is aimed at staff in Bands 2 - 8a.

Participants in the programme are identified through a Maximising Potential

Conversation and nominated by their line manager to join the development

programme.

This programme will deliver a tailored programme of activities and interventions

which will cover;

Participation in a Talent @ Leeds development centre

Completion of a Psychometric assessment which includes comparison with the Leeds Way Values

360 degree feedback tool

The formulation of a personal development plan

Constructive feedback on individual performance at the development centre

Signposting to development opportunities which may include shadowing, mentoring, buddying, coaching, skills development.

C) Shadow Board Programme

The Shadow Board Programme is aimed at individuals in the organisation who would

benefit from learning more about Board Level working. The Shadow Board

Programme is a short, modular and practical programme providing senior Trust

managers with an insight into working at Board Level and good corporate

governance.

Set up by the NHS Leadership Academy, the programme enables up to 10

candidates to undertake a programme of learning which includes three days of

taught sessions and attendance at three shadow Board meetings. For participants

the programme aims to:

Deepens their understanding of Board level working.

Prepares them for future director appointments.

Enables further input and insight into existing Board meetings.

This programme supports senior level succession planning and is currently funded

by the Leadership Academy, delivered in partnership with Finegreen Associates and

the Inspiring Leaders Network (ILN).

Portfolio of Management Development

We will continue to offer a programme of management and leadership development

programmes to include:

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Accredited Programmes: The accredited Chartered Management Institute (CMI)

Levels 2 & 3 courses, as well as the degree and postgraduate level 5 & 7

programmes allow our leaders access to a formal management qualification.

Foundation Programmes: Our Introduction to Management courses provide

support to those on the first step of the leadership ladder. This is complemented by

our Leading for Patients programmes, aimed at Bands 5, 6 and 7 Allied Health

Professionals (AHP’s), Nurses & Clinical Scientists, which provide the essentials of

patient-centred leadership.

Master Classes: For our senior leaders in the organisation, we will provide a regular

programme of senior leader master classes using inspirational thought leaders.

These master classes will offer challenge, aspiration & though provoking discussions

around current challenges.

Senior Leader Development: We will build on our previous work supporting the

development of CSU senior teams, both individually and as a whole team. Through

a range of bespoke activities, based on a detailed diagnostic process, we will provide

targeted development opportunities and signpost to existing programmes.

Informal Development: Coaching and Mentoring

Coaching Coaching is a process that enables learning and development to occur which can lead to improvement in performance.

The coaching process itself is framed around a ‘conversation’ with a coach, who will, through strong listening skills and effective questions, aim to raise awareness, widen perspective and increase understanding.

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Within Leeds Teaching Hospitals, our aim is to make coaching something everyone at the Trust is aware of and can access. The coaching service is open to any Trust employee who has identified that coaching would be of benefit to them. In addition to our internal offering, we have a range of approved External Coaches,

with expertise across a range of development needs.

Mentoring Mentoring provides a personal development relationship between an individual and a more experienced/ knowledgeable person. Traditionally mentoring is a long term relationship with a person who will support the individual with guidance, advice and inspiration. Mentoring is used as a form of long term tailored development. The mentoring service is open to any Trust employee who has identified that a mentor would be of benefit to them. Individuals are advised to begin the relationship with specific goals and expectations in mind. In addition to a number of internal mentors the Trust also has access to a range of external approved mentors who come from a variety of backgrounds and can offer support. We will continue to expand our coaching and mentoring programmes and offer a programme of CPD and supervision for our internal coaches. Information, advice and guidance will be readily available for anyone considering mentoring or coaching as a development intervention. Where coaching features in a supporting Performance Framework, three way coaching will be adopted to ensure that outcomes are agreed. Organisational Development Diagnostic Tool Working in partnership, we have developed a robust and holistic organisational

development tool which can be used with teams to:

Create a shared view of where their organisation is against the 5 dimensions

of the organisational diagnosis model.

Generate baseline data against which can collaboratively plan and prioritise

how to improve the performance of the organisation and evaluate progress.

The model provides a pragmatic way to assess five interdependent dimensions in

order to identify the opportunities that exist for improvement. The dimensions are:

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Strategy - This is about having a Vision and supporting plans to deliver positive outcomes for stakeholders, the extent to which they are aligned and to which the people in the organisation understand the strategy, such that they can contribute to it effectively through their daily work. Structure - The way in which tasks and people are specialised and divided and authority is distributed, how this serves the delivery of the strategy (ies) and associated standards, enables decision-making, promotes transparency and supports organisational resilience and sustainability. Process - The extent to which formal processes, procedures and systems connect, support decision-making, foster creativity and innovation, and enable people to perform and the organisation to achieve its goals.

People - This is about capacity and capability to deliver the organisation’s goals, the extent to which people are engaged and achieve their potential, and to which leadership style and the learning and development plan serve the ambitions of the organisation.

Culture - The core values that act as guiding principles for the organisation, the extent to which the top team model behaviours congruent with these values, what gets valued and rewarded and the extent to which there is trust and belief that people can make a difference - ‘the way things get done around here’.

4. Delivering the Plan

4.1 Presenting and Promoting the Plan

Management and employee engagement are key to the success of implementation.

The dynamics of linking leadership development, appraisal and talent management

to our trust vision and strategy will ensure a greater chance of the communication

being understood throughout the organisation.

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This plan will be made available in a user friendly format which gives details of the

development opportunities on offer at all levels in the organisation and which can be

accessed electronically.

The launch of the plan and associated development programmes will include a team

brief item and articles in the various internal communications. The planned launch of

the appraisal season provides an opportunity to promote the development available

as part of the appraisal process.

4.2 Roles and Responsibilities

This programme of work will be led by the director of HR and OD supported by the

board and Executive team.

The Organisational Learning Team will project manage the work streams and take

responsibility for commissioning and delivering the leadership development

programmes in collaboration with internal and external providers.

Managers and leaders at all levels in the organisation will be invited to contribute to

the design and delivery of programmes and create an environment where there is

fair and equitable access to development opportunities.

4.3 How will we measure progress?

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Progress will be measured against the timeline shown above. A series of high level

metrics will be reported in the People Strategy update to the Trust Board.

4.4 How will we oversee progress and review the Plan?

The delivery of the plan will be reported in the People Strategy update to the Trust

Board. The Learning and Development Group will be the forum to review progress

against planned priority areas in line with actions and timescales as well as feedback

from on-going evaluation. We will also report on progress as part of the Trusts

Annual Report.

4.5 Our Talent and Leadership Development Goals - What would success look

like?

Our ambition is to nurture adaptive, innovative leaders who can engage with a range

of staff and agencies across traditional boundaries.

Success will be measured by:

Our existing and aspiring medical leaders access a range of networks and

development opportunities.

60 medical leaders use the FMLM 360 feedback tool.

Mentoring for new consultants is embedded across the organisation.

Managers adopt the Talent Management toolkit and maximise potential

conversations.

20 individuals per annum participate in Talent @ Leeds.

The Shadow Board runs with ten nominated individuals.

Coaching and mentoring activity increases.

Every CSU utilises the OD assessment tool.

Over 400 learners access management development programmes every

year.

We get closer to our ambition to be ‘Outstanding’ in our next CQC inspection

for Well Led.

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