Assessing Talent: Lessons from the HSCIC
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Transcript of Assessing Talent: Lessons from the HSCIC
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Assessing TalentLessons from the HSCIC
presented by Tim Roebuck/Karen Addis
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Background
• DH vision for its Arm’s Length Bodies is to adopt an approach to talent management
• staff surveys: employees expect managers to be more consistent in their approach to individual performance management
• Identification and nurturing of talent is one of the key features of High Performance Working Organisations (HPWOs)
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Predicting the obstacles of change
Based on Beckhard and Harris, 1987
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…but how would it work in the HSCIC?
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Some sources of inspiration…
• NHS Leadership Academy – Maximising Potentialhttp://www.leadershipacademy.nhs.uk/resources/talent-management-hub/talent-management-guides/
• Paul Turner – Make your people before you make your productshttp://www.amazon.co.uk/Make-Your-People-Before-Products/dp/111889958X
• CIPD – Toolkits, instruments, readiness assessmentshttp://www.cipd.co.uk
• Learning from Others
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Key Considerations – IES 4 Step Model
Definition
Focus
Process
Action
• What do we mean by talent in this organisation?
• Which groups of people will talent management focus on?
• How will talent management be done in practice?
• What are the practical outcomes of talent management?
http://www.employment-studies.co.uk/system/files/resources/files/502.pdf
Institute of Employment Studies, Report N0 502, October 2013
ProfessionalFlexible
Exemplify Values
Inclusive(All professions)
Moderated assessment with clear implications
Consistent Mgmt.Enable Transformation
Up or out?
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Potential• Demonstrable
characteristics (mind-sets, traits)
HSCIC – 9 Box Grid
Performance • Work Objectives• Professional and Management
Competence• Values
Indicators to improve objectivity
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9-box Grid Approach
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Potential Performer
Developing Performer
Ineffective (or new to
role)
Strong Potential
Good Performer
Contributor
Star Performer
Strong Performer
Good Contributor
Performance
Pot
entia
l
Increase performance
Increase potential
New opportunities
Performance measures (if consistent)
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Process Steps
Initial Assessment Manager
Moderation Grandparent Manager Manager Manager
Confirmation Director OD Team
PDR Manager Employee
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Approach to rollout
• Cross organisational pilot group• Guidance• Cascade (ownership)• Focus groups after each cycle• Improvements• Guidance revised
Plan
Do
Review
Improve
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Challenges Reviewed on Way.
• Cultural Preferences:– Process Vs Judgement– Equity Vs Fairness– Prescription Vs Implication
• Concepts:– The discretionary nature of potential– Continuous performance dialogue
• Availability of enablers:– 360’ – Inflexible T&Cs?
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Key Learning
• Definition stage is time intensive – but worth it
• PDRI approach - essential
• Challenges Managers:– Accountable for judgement– Honest, constructive discussions
• Moderation does improve consistency– Beginning to breakdown silos too
• Culture shifter – perseverance required!
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Next steps
• Continue plan-do-review-improve• Introduce Career Management• 360’ tool• Development activities for the ‘middle boxes’• More support for managers• More corporate glue.
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End
Thank you for attending today’s session.
Any questions?