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Development Programme Briefing

Leadership in London.

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Development Programme Briefing

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    1. Development Programme Briefing Purpose - to share information regarding NGD Development Programme - to answer questions Agenda - background to Leading for Health - leadership development to date - the purpose of the programme - target audience - shape of programme - principles underlying design of programme - practical considerations - how to apply Purpose - to share information regarding NGD Development Programme - to answer questions Agenda - background to Leading for Health - leadership development to date - the purpose of the programme - target audience - shape of programme - principles underlying design of programme - practical considerations - how to apply

    2. In the framework published in Sept 2008 we set out our commitment to supporting talent across London, focusing on specifically developing a pipeline of talent for Chief Executive and Director roles, building on our existing Next Generation Chief Executives Programme. In the framework published in Sept 2008 we set out our commitment to supporting talent across London, focusing on specifically developing a pipeline of talent for Chief Executive and Director roles, building on our existing Next Generation Chief Executives Programme.

    3. Inspiring Leaders sets out the expectations for SHAs which give us a responsibility at a system level to ensure that leadership development and talent management is taking place to support quality and transform the culture of the NHS. Inspiring Leaders sets out the expectations for SHAs which give us a responsibility at a system level to ensure that leadership development and talent management is taking place to support quality and transform the culture of the NHS.

    4. Leading for Health Various initiatives to encourage strong leadership Next Generation CE Programme Prepare to Lead Clinical Mentoring Leadership master classes Leading for Health Foundation …Latest is Next Generation Directors Programme

    5. Programme Purpose Identify individuals with the potential to succeed in director level roles – 18mth to 3 yrs Provide a challenging but rewarding programme to develop potential Equip cohort with generic director capabilities, plus functional expertise

    6. Target audience Clinicians and non-clinicians AfC Band 8’s and above, or equivalent Currently eg. Head of Service, Deputy Director Want motivated individuals with the aspiration to become a director Commitment to the programme required – significant investment No guarantees, but on the talent radar screenWant motivated individuals with the aspiration to become a director Commitment to the programme required – significant investment No guarantees, but on the talent radar screen

    7. Programme Design Generic core module 9-12 months Behaviour based on capabilities framework Functionally specific modules 6-9 months Eg. finance, HR etc Knowledge, theory plus behavioural capabilities Based on individual requirementsBased on individual requirements

    8. Design Principles Signal change in expectations of leadership capability and approach Reflecting the increasingly high standard required of leaders Encouraging diversity Challenging Collaborative Evidence-based System-focused Diversity – of all varieties, including clinical Challenging – stretching but supportive Collaborative – input from senior key stakeholders, participants. Co-design. Plus collaboration across the functional strands, to encourage breadth of thinking and understanding and reduction of silo approaches Evidence-based – eg. experiential learning, stretch projects, within London Trusts, or possibly external organisations System-focussed – the programme and associated activities reflect the whole system landscape (eg. economic/financial/community/local government)Diversity – of all varieties, including clinical Challenging – stretching but supportive Collaborative – input from senior key stakeholders, participants. Co-design. Plus collaboration across the functional strands, to encourage breadth of thinking and understanding and reduction of silo approaches Evidence-based – eg. experiential learning, stretch projects, within London Trusts, or possibly external organisations System-focussed – the programme and associated activities reflect the whole system landscape (eg. economic/financial/community/local government)

    9. Practical Considerations Timeframe Launch September 09 Duration – maximum 18 months Time commitment 1-2 days per month Learning blocks – max 5 days, no more than twice through programme Funding 50% share with NHSL Up to Ł4K Duration will be dependent on individual development needs ie. requirements around functional-specific modulesDuration will be dependent on individual development needs ie. requirements around functional-specific modules

    10. How to Apply Self-nomination Application form Answer competency based questions Sponsorship by line manager Ratification by Chief Exec

    11. ANY QUESTIONS?

    12. Assessment Process Introduction CarterCorson - about us The Next Generation Directors Model The model itself Background to the model: creation & purpose Timescales for the assessment process Fairness and rigour

    13. About us Occupational Psychologists & Business Consultants NHS specialists with a strong Private Sector client base Working with NHS senior management since formation Assessment & Selection Executive Coaching Group Development Approved supplier of Assessment Services to NHS Executive Search (1 of only 3) Private sector experience allows us to bring a more corporate, commercial edge to bear on our interventions, which works well with the NHS’s drive to be more commercial in its outlook going forward. Our assessment AND development experience allows us to bring a developmental approach to our assessment work. Approved supplier (through NHS Confederation) = reason we got the contract to provide all assessment for all Chief Executives going through last years PCT reconfiguration process for the whole of the north – Northwest SHA and Yorkshire and Humberside SHA, plus all of Y&H’s Directors – upwards of 200 board level executives came through our assessment process. We do lots of NHS assessment work – including for NHS London where we designed and conducted the Chief Executive Succession Planning process last year and will be repeating it this yearPrivate sector experience allows us to bring a more corporate, commercial edge to bear on our interventions, which works well with the NHS’s drive to be more commercial in its outlook going forward. Our assessment AND development experience allows us to bring a developmental approach to our assessment work. Approved supplier (through NHS Confederation) = reason we got the contract to provide all assessment for all Chief Executives going through last years PCT reconfiguration process for the whole of the north – Northwest SHA and Yorkshire and Humberside SHA, plus all of Y&H’s Directors – upwards of 200 board level executives came through our assessment process. We do lots of NHS assessment work – including for NHS London where we designed and conducted the Chief Executive Succession Planning process last year and will be repeating it this year

    14. Creating the Model Interviews of current high performing Directors and key senior NHS executives within London Raw data from transcripts collated and analysed to identify patterns, cross checked with data from personality profiles of high performing Directors Elements then grouped into 4 key categories ‘Delivering the Vision’ ‘Delivering Through Others’ ‘Delivering With Others’ ‘Underpinning Behaviours’ For each of the categories, we identified the constituent skills and behaviours and expressed them as active capabilities In the Interviews = Focused on future of NHS London and predicted qualities of leaders for that vision; skills, knowledge, behaviours & attitudes In the Data analysis = elements identified both what they needed to do and the way they would need to do it In the Interviews = Focused on future of NHS London and predicted qualities of leaders for that vision; skills, knowledge, behaviours & attitudes In the Data analysis = elements identified both what they needed to do and the way they would need to do it

    15. Creating the Indicators This created the Next Generation Directors Model Reverse engineered the model to create 2009 version i.e. to describe how someone capable of being a Director in 18 months to 3 years time would be operating today Defined the observable behavioural components of each capability to create measurable positive & negative indicators Capabilities and indicators tested with the SHA to agree them 2012 Model = what a successful Director in NHS London might look like 18 months – 3 years from now 2007 Model = each capability reflected the behaviours you would see in a future Director but right now – this model will be shared with those candidates passing through to the next stage of assessment Specific indicators will not be shared with any candidates, to ensure fairness and confidentiality of the process – they form our ‘marking guide’ so it is not appropriate for them to be shared with applicants2012 Model = what a successful Director in NHS London might look like 18 months – 3 years from now 2007 Model = each capability reflected the behaviours you would see in a future Director but right now – this model will be shared with those candidates passing through to the next stage of assessment Specific indicators will not be shared with any candidates, to ensure fairness and confidentiality of the process – they form our ‘marking guide’ so it is not appropriate for them to be shared with applicants

    17. Assessment Process Stage 1 - Application Stage 1a: Written application form & line manager endorsement Stage 1b: Online ability tests (verbal & numerical) Stage 2 Psychometric Questionnaires Workplace Observation day Talent Testimonials Learning Log Stage 3 Panel Interview & Presentation Stage 1 - Application Stage 1a: Written application form & line manager endorsement – written application = 4 questions to answer, 500 word max for each Stage 1b: Online ability tests (verbal & numerical) – short online tests you can take at your convenience – practice sessions included. Tests are approx max 18 mins each Stage 2 Psychometric Questionnaires – 1 personality questionnaire (approx 40 mins to complete – you’ll get feedback on it at the end of your obs day) and 1 test of approx 40 mins) Workplace Observation day (approx 3-4 hours, followed by up to 1 hour coaching feedback and OPQ feedback) Talent Testimonials – 360 degree style questionnaires to be sent out to a number of your colleagues for their thoughts on you Stage 3 Panel Interview & Presentation – 60 min in total – 15 minute presentation followed by up to 15 min Q&A and then up to 30 minute interview Stage 1 - Application Stage 1a: Written application form & line manager endorsement – written application = 4 questions to answer, 500 word max for each Stage 1b: Online ability tests (verbal & numerical) – short online tests you can take at your convenience – practice sessions included. Tests are approx max 18 mins each Stage 2 Psychometric Questionnaires – 1 personality questionnaire (approx 40 mins to complete – you’ll get feedback on it at the end of your obs day) and 1 test of approx 40 mins) Workplace Observation day (approx 3-4 hours, followed by up to 1 hour coaching feedback and OPQ feedback) Talent Testimonials – 360 degree style questionnaires to be sent out to a number of your colleagues for their thoughts on you Stage 3 Panel Interview & Presentation – 60 min in total – 15 minute presentation followed by up to 15 min Q&A and then up to 30 minute interview

    18. Timescales Stage 1 April to early June Applicants informed of results on Fri 19 June Stage 2 Mid June to late July Applicants informed of results on Mon 27 July Stage 3 Late July to late August Applicants informed of final results on Mon 24 August For more detail (e.g. proposed deadlines for each element), see ‘Key dates for Applicants’ document

    19. Ensuring Fairness & Rigour Process is agreed in advance and applied fairly to all, without exception Ability tests and personality questionnaires chosen for their relevance, appropriate complexity & statistical rigour Proportion of people taking online ability tests will be re-tested under supervision for verification of results All test results normed against appropriate norm groups to ensure fair comparison All psychometric feedback conducted by fully trained & registered personnel (All BPS Level B) Behavioural observation to take place in candidate’s own workplace – removes criticism of ‘artificiality’ of traditional assessment centres All assessors used are well trained and experienced Assessment reports to be randomly sampled for quality assurance Explain concept of “norming”. Discuss verification procedure if necessary. Go through slide bullets – then conclude, CC is very proud to be part of this – bold, exciting, cutting edge project “Hope that was informative”, then back to Julia for Q&AExplain concept of “norming”. Discuss verification procedure if necessary. Go through slide bullets – then conclude, CC is very proud to be part of this – bold, exciting, cutting edge project “Hope that was informative”, then back to Julia for Q&A

    20. ANY QUESTIONS?

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