The Trust is committed to discovering and developing talent from ‘Ward to Board’. Talent Management is essential as it enables the Trust to be sustainable for the future and increases staff morale and commitment.
In order to be sustainable for the future the Trust needs to ensure that there are staff aspiring to develop at all levels who are not only technically skilled and competent, but are truly aligned to and leading services based on the Trust’s values and behaviours framework. This will allow the Trust to be ‘spoilt for choice’ from an internal pool of talent when vacancies arise.
To look at the development opportunities within the Trust, use the Development Opportunities Notice Board! (Please note that this is only open to PHT Staff).
Identifying talent and potential is the responsibility of every leader and manager. Conversations to support talent development need to feature (but not exclusively) in all performance review and appraisal conversations.
Online Talent Conversation Guide
The NHS Leadership Academy has produced an online Talent Conversation Guide which you can download and print.
‘Leadership is unlocking people’s potential to become better.’Bill Bradley
- Gender bias – Perceptions of leadership competences are often based upon what are deemed as ‘male behaviours’, therefore often fail to value the differences that female behaviours can bring to an organisation. Conversely “women on their way up the corporate ladder get caught in two traps: the assumption that women and men have the same leadership qualities and the belief that they must imitate male leadership behaviour in order to succeed” (Vanderbroeck 2010).
- Success bias – People who have made mistakes and learned from them ought, in principle, to be valued for their insights. However human instinct tends to make us shy away from failure, so we assign more credibility to someone who has never failed.
- Flattery bias – When leaders override objective evidence to ensure the progress of favourites.
- Leadership qualities bias – Ignoring people because they don’t meet un-evidenced assumptions about what an individual for a particular role should be like (i.e. a perceived lack of ambition – this ignores the fact that exceptional leaders can be modest and display little ambition, even though on the inside they are fiercely competitive.)
Those with High Potential can be missed because:
To ensure staff and managers are clear what attributes Portsmouth Hospitals NHS Trust is looking for in its employee’s, a Values and Behaviours framework for staff and senior managers has been created:
- High performance is easy to identify and can drown out the less obvious attributes and behaviours that characterize employees with high potential, such as change management skills or learning capabilities.
- Managers don’t know what to look for i.e. the attributes and competencies of an ideal, talented employee, so they focus solely on performance.
The Leadership Qualities and Behavioural Framework:
|Personal Credibility - Visibility, approachable, back bone, courage, resilience, confidence, role model, challenge bad behaviour, manage poor performance, honesty and integrity|
|Strategic Approach - Clarity on objectives, clear on expectation|
|Relationship building - Communicate effectively, be open and willing to help, courtesy, nurtures partnerships|
|Performance Through Teams - Champion positive change, develop staff, create a culture without fear of retribution, actively listen and value contribution, feedback and empower staff, respect diversity|
|Passion to Succeed - Patient centred, positive attitude, take action, take pride, take responsibility, aspire for excellence|
Trust Values – applicable to all staff
|Respect and Dignity – how people feel, think and behave in relation to the worth or value of themselves and others.|
|Quality of Care - effectiveness of clinical care, work and effectiveness of inter-personal care towards patients and colleagues. Look to always reflect and improve in every scenario at work.|
|Working Together – include and respect others, avoids behaving in a hierarchical manner, my team is PHT not just my immediate work colleagues.|
|Efficiency – work efficiently, professionally, using resources wisely, with patient care at the forefront.|
Staff with high potential need to know that while they have high potential they need ‘seasoning’ – on the job training is a great way to achieve this. Other suggestions are - new projects to manage, looking after/training new staff, cross training opportunities, secondments, internal promotion.
- Time - Leaders/managers who are not disciplined in their priorities will be subject to daily crisis that interferes with activities that are about developing staff and long term investment in their staff.
- Focus on visible skills – building talent may not be as noticeable or prominent as strategic thinking, business acumen etc. but is just as important.
- Lack of a development culture in your team – make talent development a priority.
- Act as a role model – be transparent about your own need to learn and develop.
- Reinforce the value of learning – go beyond just asking about goals, what does your employee want to accomplish and ask where they think their gaps are.
- Celebrate not just positive outcomes, but learning as well.
- Develop ‘career tracks’ that give employees a clear sense of where they are going.
- Reinforce shared values – employees should be able to link their everyday tasks and responsibilities to the values in the organisation (see section 5).
- Problems should be seen as opportunities for learning and development. Some failures are acceptable as long as learning is achieved.
‘It is never too late to be what you might have been.’George Elliot
Case Study – Finding Talent
In June 2005 Asafa Powell, at 22 years old, came out of nowhere to take the 100m world record. 3 years earlier in Jamaica he hadn’t been able to find a trainer and was rejected by almost all of the colleges.
How did he develop in a few years from being a mediocre sprinter to being the fastest man on the planet?
There are many examples of people whose talent has been initially missed. Michael Jordan – dropped from his college basketball team at 16, Richard Branson – dyslexic and classed as a low performer at school, Paul McCartney – went through his whole education without his musical talent being noticed.
How was these peoples talent missed?
To avoid missing talent – it is vital to separate Performance from Potential.
For some people it is obvious they are talented – these people ‘Shout Talent’, they are instant, high performers.
But for many, as in the cases above, talent is initially under the surface – these people ‘Whisper Talent’. How do we, as an organisation, get those ‘Whispering Talent’ to be high performing superstars?
Based on lessons taken from the examples above and worldwide research, these 3 principles have been identified:
1) Great talent is not necessarily the right talent
• Be clear, what are the critical competences required to be successful in a given job?
2) What you see is not necessarily what you get
• Don’t judge success by numbers alone – look below the surface, how were the numbers achieved? What stood in the way of the achievement happening – what obstacles did the individual have to overcome?
• Someone who looks ordinary on the surface might be your next world class superstar.
3) Never overate certificates and never underestimate character
• Why are you here?
• Are you driven by feeling good or getting better?
• How much do you really care?
• The most important thing that someone has to tell you is often what they are not telling you.
‘I built my talents on the shoulders of someone else’s talent’
For more information contact the Organisational Development Team via the Group Mailbox