Review and exit process

Introduction and purpose | Principles | Process review | Detailed process description | Summary of HCLS assessment

Introduction and purpose

The following sets out the process for reviewing participants’ progress during and at the end of their formal development programmes included as part of the Health and Care Leaders Scheme (HCLS) to ensure:

  • participant’s progress against their career development plans is regularly monitored;
  • there is clarity about participant’s continuous development needs to inform corporate development plans; and
  • there is an up-to-date and accurate record of participant’s readiness to progress and take up business critical leadership roles within the Department of Health (DH) and its Arm’s Length Bodies (ALBs) to inform national health and care system succession and resourcing plans.

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Principles

All participants on HCLS development programmes will have been selected through an objective assessment of their potential to progress their careers at a national level in the heath and care system. As a participant they will be expected to:

  • fully engage and commit to their development programme in relation to the HCLS and their personal career development plan. This includes a minimum of four-days per month time commitment to their development for the duration of the formal development programme;
  • attend every formal development module including the induction day, unless there are exceptional circumstances preventing them from doing so. In this case, they commit to identifying alternative ways of ‘catching up’, e.g. by arranging to meet with their syndicate / development programme director, or a fellow participant, and / or reading relevant materials and identifying opportunities to practice relevant new skills / gain relevant experience;
  • identify ways of embedding and reinforcing their learning / new skills within their current role through practical application;
  • ensure they complete the formal assessment process during and on completion of their development programme; and
  • remain an active participant of the HCLS talent pipeline and alumni until they secure a more senior post or come off the HCLS for any other reason. This could include acting as a mentor or syndicate director for future cohorts, and engaging with the HCLS Programme Office to seek continuous development or promotion opportunities.

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Process overview

At the end of their formal 12-month development programme

  • Participants will be required to submit a portfolio of evidence and invited to give a 15-minute presentation to an Assessment Panel on how the programme has contributed to their professional development as a leader in the health and care system and prepared them for progression the relevant next progression step;
  • Participants will be reassessed against the indicators of potential and a recommendation about their position on the 9-box grid with a written commentary about their readiness to progress and any continuous development needs they might require will be made by the Assessment and Development Panel; and

Participants who are assessed at any point to have fallen out of the qualifying boxes on the talent map (i.e. top row or middle right-hand box) by their employing organisation or HCLS Talent Board will come off the HCLS (high potential scheme) and relevant succession plan. This will not necessarily result in the participant being taken off the formal 12-month development programme, which will be decided on a case-by-case basis and in discussion with the participant and their line manager.

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Detailed process description

Ongoing monitoring and progress reviews for the duration of the 12-month development programme

  • Throughout their formal development programme participants should have formal and informal progress reviews with their line manager, HR, supported by their mentor and coach where relevant, to check they are remaining on track and that their development is achieving a positive impact and effectively supporting their career progression.
  • Facilitators delivering the skills modules will escalate any emerging issues relating to individual participants throughout the relevant development programme to the HCLS Programme Office as appropriate.
  • Information gathered throughout the programme will be shared with the PMO which will be responsible for handling any emerging issues and agreeing the appropriate course of action with the relevant line managers and HCLS Steering Group members / relevant HR leads.
  • At the end of module 3 and prior to module 4 and the practical challenges commencing, participants will be required to submit a revised CDP to the PMO detailing their learning to date, how they have applied their learning in their current role, how they are preparing for future roles, including the specific outcomes they hope to achieve from the final module and practical challenges. This should include written feedback from the participant’s line manager. All submissions will be reviewed and summary comments will be provided back to each participant to form part of their portfolio of evidence.

Assessment and sign off at the end of the 12-month programme

  • All participants will be required to submit a final report on their development programme, to the PMO. These will be reviewed and a short report will be provided to the Assessment Panel to inform the 30-minute panel interview.
  • All participants will be invited to a formal assessment and panel interview approximately six months after the last formal skills module and at the end of their practical challenges. This is to ensure that they have sufficient time to complete and submit their portfolio of evidence (see Annex A) and demonstrate learning from HCLS in preparation for the end of programme 360 feedback and assessment. Participants will be advised about when their assessment session will take place during the final formal skills module, which will also be confirmed via email.
  • The assessment session will begin with a presentation (10 mins) based on the written report of the same title where participants answer the question:

    “How has the HCLS development programme contributed to your professional development as a leader in the health and care system, and prepared you for progression to a more senior role?”
     
  • The presentation will be followed by a 30-minute panel interview.  The interview will draw all elements of the assessment together and participants will be questioned and challenged on their portfolio, presentation and their development as a whole.
  • The Assessment and Development Panel will consist of:
    • two members of the HCLS Talent Board;
    • the HCLS Programme Director; and
    • the Programme Director of the relevant development programme.
  • Assessment and development outcome.
    After the panel interview, the Assessment and Development Panel will convene and assess all the evidence from the portfolio of evidence, presentation and interview.  As set out in Annex A, the portfolio of evidence, presentation and interviews collectively provide opportunities to demonstrate competency against the indicators of potential and individual career development plans. The Programme Director of the relevant development programme will make a recommendation about the suitability of any continuous development plan submitted within the portfolio.

    Based on the evidence presented the Assessment and Development Panel will make one or more of the following recommendations to PERM about each participant.
    • Successful engagement and application of learning through the relevant HCLS development programme and demonstrable commitment to ongoing development and career progression in the national health and care system. Successful participants will be awarded a certificate of completion at their HCLS development programme graduation event.
    • Position on the talent map and readiness for progression, including timing and any continuous development requirements.
    • Unclear engagement / application of learning with specific actions, including what participants need to do to demonstrate their progress against their development goals and the relevant aspects of their development programme and within what timescale.  At the end of the agreed time the HCLS Programme Director will review the work/actions and then make a recommendation to the Assessment and Development Panel about the final assessment for the relevant participant.

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Summary of HCLS assessment

        Competency area assessed
    Assessed? Assessment criteria Aspiration / Drive Engagement Ability / General leadership Technical leadership

Portfolio of
evidence
Section A:
Career
Development
Plan (CDP)

 

Sections of the CPD:
A: Strength and development areas
B: Development objectives
C: Action learning objectives
D: Sharing knowledge, experience and learning plan
E: Additional objectives
F: Achievement of objectives
G: Ongoing development plan

This will include a copy of the review submitted at the end of module 3 and comments / feedback from the programme director of the relevant development programme.

 
None - included as input to the panel interview and to inform the overall assessment of the participant.
Portfolio of
evidence
Section B:
Course work
HCLS/DoNs review written report (max 200 words)
Title: Reflect on your practical challenges and discuss
1) The leadership (including system leadership where applicable), commercial, technical and change aspects of the practical challenge and your recommendations to improve quality and / or performance
2) What you learnt and experienced as a result of the practical challenge and how this has impacted on your current performance and future progression

Participants also asked to submit feedback from the director of the organisation / functional area the practical challenge was conducted in.

 
Written report marking criteria.    
Presentation written report (max 200 words)
Title: How has the HCLS/DoNs contributed to your professional development as a leader in the health and care system and what impact has it had on the performance of your current team / work area?

This written report forms the foundation of the participant's presentation to the assessment and development panel.
Presentation and interview marking criteria.
Portfolio of
evidence
Section C:
360 Report
Included as input to the panel interview and to inform the overall assessment of the participant. This should be supplemented by any further written feedback received, what each participant has learnt form the feedback and the steps they have taken to respond to it.
 
None - included as input to the panel interview and to inform the overall assessment of the participant.
Presentation Duration: 10 minutes
When: On assessment day
Presentation that summarises the written report (as submitted in the PoE) that answers the question:
"How has the HCLS/DoNs development programme contributed to your professional development as a leader in the health and care system and prepared you for progression to a more senior role?"

Presentation will be one input to the panel.
Interview presentation materials to be submitted to the PMO.

 
Presentation and interview marking criteria.
Panel
interview
Duration: 30 minutes
When: On assessment day
Panel interview to draw on all elements of the assessment / development process together.
Panel will assess participants' outcome against overall assessment / development evaluation.

 
Presentation and interview marking criteria.

 

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