Upcoming Events:
To book a place on the following events contact diana.cliff@nwlcp.nhs.uk
Personal Resilience During Change
A workshop delivered by Lane4 www.lane4performance.com
Friday 17 September 2010 2pm to 5.30pm
This event will be hosted by Beachcroft LLP, 100 Fetter Lane, London, EC4A 1BN. For directions see:
http://www.beachcroft.co.uk/office.aspx?id_Content=550
Role of HR in Leading Change
A workshop delivered by Orion www.orionpartners.co.uk
Tuesday 30 November 2010 times tbc
This event will be hosted by Bevan Brittan LLP, Fleet Place House
2 Fleet Place, Holborn Viaduct, London EC4M 7RF. For directions see:
http://www.bevanbrittan.com/about-us/Documents/BB_Map_London_LoRes.pdf
Workforce Planning and Productivity
A workshop delivered by George Blair of Shared Solutions www.sharedsolutions.net and Sandy Meadows of Saxonbury www.saxonbury.com
Wednesday 12 January 2.30 to 5pm
This event will be hosted by Beachcroft LLP, 100 Fetter Lane, London, EC4A 1BN. For directions see:
http://www.beachcroft.co.uk/office.aspx?id_Content=550
News:
London Healthcare People Management Academy
The London branch of the HPMA, working with NHS London, launched the London Healthcare People Management Academy at the London HR Directors’ event on 16thJune 2010. The Academy aims to:
- develop people management capacity and capability
- develop new and emerging HR leaders in order to deliver the future NHS workforce in London.
It will initially incorporate a range of activities including workshops and seminars, mentoring, experience exchanges, talent management and action learning.
Activities are primarily aimed at Assistant and Deputy Directors in HR, Organisation Development and Workforce as well as senior managers and advisers at band 7 and above.
In London, as in other parts of the country, trusts have struggled to appoint to HR director and sub director posts. At the same time, a challenging agenda needs to be delivered by HR leaders. They need to ensure their organisations have the right people in place at the right time, develop a people mission or vision for their organisations and to ensure services are transformed to meet patient needs using the full potential of all staff.
A recent survey of 409 HPMA members revealed that 70% of respondents felt their potential was not or only to some degree being maximised and 81% said they would or might consider looking for career opportunities outside the NHS.
Activities provided by the Academy will build on the experience of NHS London’s Leading for Health programmes and use the facilities provided by the new HPMA website.
At the launch, HR Directors heard from the Stephan Bevan (Managing Director of the Work Foundation), Lee Sears (Joint Lead CIPD Next Generation programme), Matthew Pettigrew (McKinsey and Co), and Jan Hills (Partner in Orion Consulting) on their latest thinking and research on the future of HR.
‘The majority of HR functions are sitting on 60/70% unrealised insight… partly because they are too busy delivering today’s activity.’ Lee Sears, CIPD. He also said the best HR leaders ‘deliver today, build tomorrow’ and advised us to ‘focus on the 4/5 big questions that are worrying us’.
Matthew Pettigrew from McKinsey’s encouraged HR to cost all of it’s outputs and ‘focus on what makes real difference’. Jan Hills from Orion said the most successful HR leaders see themselves as business people first with a very clear sense of purpose. They combine quantitative measures with intuition or insight.
Stephan Bevan from the Work Foundation said HR was in a great position to spot patterns in the organisation, to be the critical friend or the ‘provocateur’.
HR Directors and Assistant Directors discussed what this means for themselves, their functions, developing future talent and the support/activities needed to deliver the future HR agenda. They said the Academy needs to build the presence, credibility and confidence of future HR leaders, allowing them to inspire and tell a compelling narrative about organisation change. Specifically there were calls for more secondments across organisations and exposure to the masterclasses and best practice that HR Directors often have had access to.
Access to Academy activities will be through HPMA membership. Organisations signed up to the Academy and to HPMA membership and offered themselves as mentors.
To find out more about the Academy contact:
Recent events:
Career Planning in the NHS
The London branch of the HPMA (19th May 2010) were challenged by Michael Moran, Chief Executive of Fairplace, to increase the productivity of 80%[1] of their workforce by 30% by introducing career conversations across their organisations. On a more personal level, participants were challenged to draw up their career plan after the workshop, email it to Michael and receive a 30 minute telephone career consultation.
Career management helps people make career transitions and move into roles in which they will do best and most benefit their organisations. ‘Management should discuss with staff what they want, their aspirations, where they want to be in 3, 5 or 10 years time’ (Fairplace).
Career planning leads to increased engagement resulting in higher levels of patient care and organisational performance. Specifically career conversations can:
- increase motivation by setting stretching goals and targets
- set a positive example to ‘be the change you want to see in the organisation’
- encourage innovation and risk, using mistakes as an opportunity to learn
- support and challenge when performance is slipping, holding people to account
Few NHS organisations help managers to have career conversations with staff perhaps because of lack of trust, it is not seen to be in their best interests (if staff look for other roles as a result) or it’s regarded as too difficult.
Michael and Julie Blunt asked participants to join in a piece of ‘forum theatre’ where they role played an effective career conversation between an employee and her line manager. Participants joined in, feeding questions to the line manager. The employee was enabled to identify and describe her ideal next move, identity what further experience she required to meet any gaps and identify how should could gain this experience through developing her current remit, exceeding her current objectives.
Participants looked at leadership skills required by HR leaders, assessed how well their NHS organisations were doing, how they collect evidence for this and what needs to improve. Participants identified the key leadership skills and attributes required in the current climate to be:
- leading, initiating change, developing strategy, developing and managing relationships, motivating, innovating and business acumen.
Participants were encouraged to write up their career plan using the following format:
- visualise your future job in 3 or 5 years time
- write down the qualifications, skills and experiences of the best candidate for that job
- establish an action plan to fill the gap
We were reminded that plans are most likely to be implemented if they are written down!
Many thanks to Micahel Moran and Julie Blunt of Fairplace for an inspiring and practical afternoon. Fairplace delivers bespoke career transition solutions that unlock the power of an organisation’s people, helping them achieve their full potential and your organisation achieve its goals and aspirations. www.fairplace.com
[1] Attention in organisations is already targeted to the top 10% who it is assumed will be more productive and the bottom 10% who may be less productive, so we are encouraged to concentrate on getting 30% more from the remaining 80%
