Duncan Selbie, CEO, Public Health England tells us what his vision for talent management is and why.
"Offering our people opportunities to expand their skills, share expertise with others and develop their capability is critical if we are to continuously improve in all that we do. I support the ALB programme because it enables those who participate in it to stretch themselves in a supportive environment, trying new approaches, exploring new and different ways of leading in order to drive exceptional outcomes for the people we serve."
What previous participants had to say about the talent management programme
Peter Hall, Director of Information Governance and Standards Assurance, Health and Social Care Information Centre said:
"This leadership programme has been hugely beneficial to me and other participants. The academic learning has been good and the practical experiences at the front line very interesting, but above all for me working with colleagues from other ALBs within the health sector has been the big benefit. We have worked well as a group, supported each other and shared learning; this ‘team’ ethos is difficult to quantify or design but is very valuable."
Dorian Kennedy, Deputy Director of Sexual Health, Screening and Sponsorship Health and Social Care, Department of Health said:
"The course realises the potential of learning from each other. The course really delivers - it inspires and challenges; broadens knowledge and understanding; and provides a network across the health sector."
Teresa Allen, Assistant Director of Customer Service, NHS Blood and Transplant said:
"This programme has been refreshingly different and has focussed on leadership skills across systems, where politics and local cultures thrive. I have found it a challenging but hugely beneficial experience where there has been an opportunity to observe leadership skills in different organisations and to work alongside colleagues on the NHS pioneer programme as a secondee. This is one of the most exciting areas of transformation for health and social care which will affect us all, where inspirational leadership and personal resilience is absolutely critical. This aspect of the programme represents a fantastic opportunity for honing personal leadership skills, building new relationships and understanding your own ability to influence change."
Rachel Flowers, Deputy Director – Organisational Development, Public Health England said:
"The programme attracted people with a range of backgrounds. The '9 box grid' provided a refreshing way of considering not only how I was performing but also where and what I aspired to in the short and medium term. Something that I’ve not experienced in such a useful format before. As it was two way it also enabled my manager to reflect on my performance and also consider my potential, a valuable source of information to triangulate with aspiration as it allows opportunity to shape and form opportunities, training etc.
This goes beyond the usual career development discussions that most directors have with their deputies and provides a useful framework for the participant to truly consider where they want to go career-wise. This is a valuable tool that I would recommend to others, either as directors or aspirant directors."
Andrew Cooper, Deputy Director, Organisational Development, Public Health England said:
"I undertook with my manager a discussion on the '9 box grid'. Based on a leadership map starting to be used widely across the health and care sectors, this is an honest and insightful way to have a discussion which assesses performance against potential in a matrix fashion. The sophistication of the grid means that both the individual and manager can discuss their views and perceptions about what might be achievable now / in 1- 3 years and beyond 3 years. This really focuses the mind on thinking about potential and what motivates me to want to develop in my current role or indeed think about options elsewhere and what I would need to do to achieve those. Whilst it is an instrument that is personal to me, organisationally it is very effective for looking across the senior cadre for managers and senior leaders to see where their pipelines are and critically where there might be gaps that require addressing either within the organisation or elsewhere. All that said, none of this is new - it is about a mature and 'adult-adult' relationship between the individual and their manager, so it forms the basis of a healthy appraisal system and one where the individual can really think seriously and honestly about their options."