ASPIRE Deputy Director of Workforce Talent ... - hpma.org.uk · Web viewASPIRE Deputy Director of...

ASPIRE Deputy Directors of Workforce Talent Pool

ASPIRE Deputy Director of Workforce Talent Pool – Application Pack

Dear applicant,

We are pleased to launch the application process for people who would like to join the ASPIRE Deputy Workforce Director Talent Pool. The deadline for applications is 8am on 6 July 2020.

These are exceptional times for HR and OD professionals in the NHS and we know many practitioners are now thinking of further developing their careers in the NHS. We are therefore taking our ASPIRE Deputy Director Talent Pool online over the next few months.

This pack includes the following;

Information on the development of the ASPIRE Deputy Workforce Director Talent Pool

An outline of the development opportunities provided to those selected to participate in the talent pool

Details of the application process and the application documentation

Applications are invited from eligible senior workforce professionals employed by the HPMA London Academy member organisations.

ASPIRE Deputy Workforce Director Talent Pool

Will your next role report into the Director of Workforce? Do you have the potential to move into a Deputy Director of Workforce role in the next 3 years?

The HPMA London Academy has opened up applications for talented HR professionals who wish to join the ASPIRE Talent Pool, designed to stretch and develop future Deputy Directors of HR. New members into the pool will join on 1 September and will work with our delivery partner, Cheryl Lee Associates. In 2020/21, it will consist of the following elements:

- Introductory launch event for new members focused on development planning

- Facilitated action learning sets held on Zoom

- 3 online modules, focusing the developing skills required

- Opportunity to complete a stretch business project

ASPIRE Deputy Director of Workforce Talent Pool Application Pack

- Access to recordings of 3 webinars delivered to the existing talent pool during lockdown on: Leading when you don’t know; Acting up: Mindset and Opportunities; Leading Humanely

- Opportunity to access the support of a mentor

- Access to executive search style assessment and discussion with Pete Marshall Associates

Please see the attached information and application form to help you decide if this is the right programme for you. If you have any further queries please contact the HPMA Academy London Delivery Team: [email protected] or [email protected]

The ASPIRE Deputy Workforce Director Talent pool has been set up as part of the establishment of a robust talent management framework for HPMA London Academy member organisations. We are continuing to work with the Talent Management Sub-Committee of the London HR Directors Network to further develop the framework and the talent pool. We understand that this is the first such formal talent management initiative for the NHS Workforce profession and it has the full endorsement of Workforce Directors.

The selection and development of participants in the pool is underpinned by a talent management framework which is based on three key elements; an assessment of performance, an assessment of potential and an assessment against seven key competencies. Once selected into the pool, participants will design individual development plans which will draw on the assessment and feedback provided through the selection process and a development centre.

The emphasis throughout the participation in the pool will be on self-directed learning with individuals using the menu of development opportunities available to address the areas of ‘stretch’ required to become a Deputy Workforce Director.

We anticipate that in time the talent pool will develop into a ‘community of practice’ providing participants with the opportunity to form strong networks and share resources.

Talent Management Framework

The selection and development of individuals for the ASPIRE Deputy Workforce Director Talent pool will be conducted in line with a tailored talent management framework. This framework has been designed in consultation with HR Directors and in line with best evidence based practice.

The following diagram provides an overview of the three key components of the talent management framework; performance, potential and a competency assessment:

2

mailto:[email protected]



You will find the details of the ASPIRE competency framework for aspirant Deputy Workforce Directors included in this application pack (Appendix 1). All the selection questions in the application pack have been framed around the three foundation elements of performance, potential and the seven key competencies covered in the assessment framework.

The competency assessment framework has been designed using information gathered during our annual learning needs analysis derived from questionnaires and focus group sessions. From this process we have identified seven key headline competencies for aspirant Deputy Workforce Directors. We mapped these across to the CIPD profession map against the relevant core knowledge and behaviour domains. Where there wasn’t a relevant CIPD domain we developed local ones. Under each competency descriptor there is a baseline and a stretch assessment descriptor. These will be key to participants being able to identify and monitor their stretch development needs on their career path to becoming a Deputy Workforce Director and potentially a future Workforce Director.

Benefits of Participating in the ASPIRE Deputy Workforce Director Talent Pool

All successful applicants will be provided with a menu of development opportunities from which participants will select the development activities which best enable them to meet their identified development priorities.

It is important to note that this is not a leadership development programme although there will be a number of opportunities available to develop leadership competencies whilst participating in the talent pool. The objective of the talent pool will be to develop the potential of members using a robust competency framework and a number of developmental inputs to enable and support participants to develop into future Deputy Workforce Directors.

Format of the ASPIRE Deputy Workforce Director Talent Pool

A panel of Workforce Directors selected Cheryl Lee Associates to deliver the development programme element of the talent pool. Cheryl Lee has 15 years OD/HR experience directing and supporting organisations with an array of leadership and people issues, particularly through transformational change. She is a CIPD assessor and specialises in OD. Formerly, an HR Director, Cheryl now focuses on supporting leaders to improve the performance of their company through their people.

3


The development requirements and opportunities in 2020/21 are as follows:

Action Learning Set for new members to the talent pool.

The first action learning set on 1 September 2020 will be an introductory launch event for new members and will focus on development planning

3 online modules, focusing the developing skills required. The proposed modules are:

o Building OD into every day HR on 30 September 2020o Developing your personal brand on 27 November 2020o Preparing for your first workforce sub committee on 10 February 2021.There will be an option to attend either a morning or afternoon session on each day.

Access to a mentor. The Workforce Directors Network agreed that Workforce Directors in London will opt into a mentoring scheme for aspiring Deputy Workforce Directors. All participants will be provided with the names and profiles of those Director and also Deputy Directors mentors. This is not compulsory as some participants may already have a mentor and choose to continue with this arrangement.

Interview preparation and support. We have partnered with Pete Marshall at MLC Partners to provide tailored support to individuals preparing to apply for a Deputy Workforce Director role.

Access to shared resources. We will be setting up a Facebook page to share best practice resources and information. We are hoping that a few members of the talent pool may take a lead in establishing these arrangements.

Access to information on future promotional and development opportunities. Once fully established members of the talent pool will be provided with information on vacant Deputy Workforce Director posts as well as provide secondment and project lead opportunities. It is important to note that all such opportunities will also be advertised more broadly but it is hoped that over time the talent pool will become a key source of recruitment for such opportunities. This builds on the success of the ASPIRE Deputy Director Development Programme which has already seen a significant number of ‘alumni’ secure Deputy and Associate Workforce Director roles.

Details of the Application Process

The details of the application process are as follows:

Number of places Up to 40 (26 places currently filled)

Application launch date 10 June 2020

Application closing date 8am on 6 July 2020

4


Eligibility Applications are invited from senior workforce practitioners with either an HR or an OD background who have the potential, capability and ambition to become a Deputy Director of Workforce at any time over the next 3 years. Please note that this also includes those in Associate and Assistant Director roles.

Cost The programme costs £1000 per person and covers membership of the talent pool until March 2022. It is to be paid by the employing Trust. Please include invoicing instructions on the application form. (Please note in 2020/21 additional funding has also been secured to support this work. If further funding is not available in future years the cost may increase after 21/22)

Selection Shortlisted applicants will be invited to a panel interview with Deputy Directors on 20 July 2020

Completion notes:

Please complete each element of the application form attached to this document paying attention to the maximum word count. We have included details of the full competency framework to assist you in formulating your answers and in thinking about your priority development needs. We have also provided you with a space to write your own notes against each of the competencies but do note that this information is not required for the application form.

We have included a part of the application form to be completed by your line manager or Workforce Director. This will also require confirmation of approval for the funding to support your place in the pool. An invoice will be sent on confirmation of your place.

Please submit an up to date CV with your application form

Please submit a short (5 min) video presentation of yourself addressing the following 3 questions:

Question 1:- Tell us about an objective that you delivered where you exceeded expectations.

How did you define and progress the objective and what were your challenges in delivery

Question 2:- Tell us about your career aspirations?

What are your development needs and what steps have you taken to date to address them?

5


In the context of the ASPIRE Deputy Directors of Workforce competency framework, what are your key stretch statements that you need to address before progressing into a deputy (or equivalent level) role? Please choose a maximum of 3.

Why have you chosen these statements?

Question 3:- What are your 3 key reasons for wanting to be selected into the talent pool?

Please complete and submit the attached equalities monitoring form. This is critical information for us as we are keen to ensure that we increase diversity across our senior workforce leaders. This will provide us with baseline monitoring information and progress against this aim will be measured over time.

If you have any questions or concerns regarding this application form please direct them to either Rachael Tyler, Development Director, [email protected]

Diana Cliff, Programme Manager, [email protected] Lorna Reeves, Events Co-ordinator, [email protected] .

Selection Process

After the closing date the application forms will be assessed by the HPMA London team. Shortlisted applicants will be invited to a panel interview with Deputy Directors on 20 July 2020. They will be provided with scoring criteria and undertake a paper selection process. The results of this will be collated and submitted to a calibration panel. It is anticipated that the outcome of the application process will be confirmed by the end of April.

Pre- Application Webinar Details

In order to assist you in making your decision as to whether to apply for a place in the Talent Pool and to answer any questions you may have about the Talent pool, please join us for a webinar on 22 June at 2pm via this link and log in details will be sent to you directly. This is open to applicant and sponsors alike. For queries contact Lorna Reeves.

Book 22 June 2pm here

6

https://www.eventbrite.co.uk/e/aspire-deputy-director-q-a-session-pre-application-tickets-108975356224


https://www.eventbrite.co.uk/e/aspire-deputy-director-q-a-session-pre-application-tickets-108975356224




ASPIRE Deputy Directors of Workforce Talent Pool

Appendix 1

Aspirant Deputy Directors of Workforce Competency framework

This competency framework has been developed using information derived from a detailed learning needs analysis based on questionnaires, focus groups and feedback from the Director of Workforce and Deputy Director of Workforce Networks. The HPMA London Academy has used this information to identify seven key development thematic areas for aspirant Deputy Directors of Workforce.

These development needs have been cross referenced against the core behaviors and core knowledge domains covered in the new CIPD Professional Map. In most cases the description of the baseline competency rating has been matched to the chartered member level rating and the stretch competency has been matched to the chartered fellow rating. Where there is not a relevant CIPD competency domain to match the identified learning need, the HPMA London Academy has determined the relevant baseline and stretch competency descriptions.

The source descriptors for each of the competencies are referenced for individuals wanting to learn more information about individual competencies.

1. Strategic Operator:

Ability to see the bigger picture and join the dots at a strategic level. This requires an understanding of the link between the external and internal operating environments including the development of a systems wide perspective. Includes the ability to formulate and implement workforce strategies as part of the wider organizational strategy, organization development theory and operational practice Baseline Stretch Applicant’s Notes:


You understand the wider NHS strategy and plan and how the trends and issues affect your organisationSource CIPD Core Knowledge/Business Acumen

You understand how the wider NHS strategy and plan impacts on the wider system and organisation structure and performance

You understand the strategy of the organisation and how it translates to the Workforce Strategy (or equivalent) for your area of workSource: CIPD Core knowledge/Business Acumen

You understand the organisation’s long term vision and strategy and what it means for the future development of the Workforce Strategy

You understand how to interpret your organisation’s performance data and budgets and can identify people risks and mitigating factors for your business areaSource CIPD Core Knowledge/Business Acumen

You are able to interpret and identify organisation wide workforce opportunities and risks and frame/plan responses to these

You understand how to apply different approaches to culture change and are able to integrate and align people practices for your area of workSource CIPD Core Knowledge/Culture and Behaviour

You are able to diagnose and articulate the impact that wider culture has (e.g. the sector) on shaping organisation culture and how you can influence and plan specific interventions to support culture change

8


2. Business focused: Having a broad understanding of how the business works and how the component parts of the organisation fit together.

Baseline Stretch Applicant’s Notes:

You understand your organisation’s current priorities and the associated opportunities for your area of workSource CIPD Core Knowledge/Business Acumen

You understand how the different issues in the organisation are connected and can identify and plan mitigations to address opportunities and risks

You understand how to interpret and use a range of sources of data (qualitative and quantitative) to make decisions and provide business insight for your area of workSource CIPD Core Knowledge/Analytics and Creating Value

You understand how to use internal (operational, financial and people insights) and external sources of data (e.g. best practice, academic research) to influence and shape the organisation’s people and business strategy

You know how to develop a people plan for your area of work

You know how to create an organisation-wide people strategy, and

9


Source CIPD Core knowledge/Business acumen

how to shape the business strategy

You are aware of the role and purpose of governance, its structure in your area of work and broader regulatory environment you work inSource CIPD Core Knowledge/Business Acumen

You understand how to influence and shape governance, its structure in your area of work and the broader regulatory environment you work in.

10


3. Effective and inspirational leader: Being a leader who role models and provides leadership to the workforce, organisation wide with the ability to develop and motivate individuals and teams to achieve their potential


You demonstrate compassion, humanity and fairness in your approach Source: CIPD Core Behaviour/ Valuing People

You model compassion, humanity and fairness as a leader and develop workforce strategies that support this

You enable managers and leaders to support others to be their best at work Source: CIPD Core Behaviour/ Valuing People

You promote and encourage career-long learning to build organisational capability.

You enable people to have a meaningful voice by involving them in decisions that impact them and bring a people perspective to organisational decision making Source: CIPD Core Behaviour/Valuing People

You strive to create an organisation culture where managers are aware of their impact on others and proactively support people to have a voice

You promote the business and people benefits of wellbeing and integrate into your workSource: CIPD Core Behaviour/Valuing People

You engage organisations in creating a healthy work culture that enables wellbeing

You understand how to integrate You understand how to build diversity

11


diversity and inclusion into people practice to create valueSource: CIPD Core Knowledge/People Practice

and inclusion approaches that positively impact on organisation culture and practice

You facilitate connections and joint working across teams, disciplines and functions Source: CIPD Core Behaviour/ Valuing People

You broker collaborations across the heath and care system to progress shared agendas

You coach and enable others to resolve conflict and build trust between teams and functions Source: CIPD Core Behaviour/ Valuing People

You coach and influence senior leaders to build trust and cohesion

You proactively develop and sustain relationships with key stakeholders to inform how you influence themSource: CIPD Core Behaviour/Professional courage and Influence

You build and leverage a network of relationships with current and future influencers and stakeholders

12


4. Effective Decision Maker: Make informed, effective and pragmatic decisions or choices based on the specific situation or context and communicate the outcome of decisions encouraging buy in and commitment.


You make well-judged decisions by considering all available evidence in the context of the specific situation Source: CIPD Core Behaviour/Situational Decision Making

You make well judged, complex and timely decisions in line with available evidence

You demonstrate commitment to evaluating the outcome of your decisions to inform your future approach Source: CIPD Core Behaviour/Situational Decision Making

You promote a culture of reflection that recognizes the value of measuring outcomes and evaluating the impact of decisions and acting on the learning

You communicate with impact, making complex things clear, to enable a way forwardSource: CIPD Core Behaviour/Professional Courage and Influence

You take a visible lead in communicating and progressing difficult issues for the benefit of the organisation.

You tailor your influencing style and select appropriate communication channels to engage your audience and gain

You use a wide range of influencing styles and strategies to secure commitment across and outside the organisation

13


buy-inBehaviour/Professional Courage and Influence

14


15


16

1. Resilient: Able to maintain composure, confidence and equilibrium in the face of challenge, criticism, setbacks. Understand oneself including emotional triggers and have regimes and techniques for ongoing personal care and wellbeing


You demonstrate ability to manage emotional triggers and own responses when under pressure Source: HPMA Learning Needs Analysis

You demonstrate ability to manage emotional triggers and own responses when under severe pressure and in an exposed leadership position.

You demonstrate resilience in the face of setbacks, uncertainty or ambiguity and find a way forward with a positive outlook. Source: HPMA Learning Needs Analysis

You model resilience and positivity through your leadership of others creating a sense of direction in challenging times

You demonstrate learning from mistakes and past experience to achieve better outcomesSource: HPMA Learning Needs Analysis

You demonstrate confidence in your intuition and ability to adapt this to a variety of situation based on learning from past mistakes and experience

You demonstrate a good understanding of self and take responsibility for your impact on others; knowing triggers and strategies for maintaining equilibriumSource: HPMA Learning Needs Analysis

You demonstrate a good understanding of self and take responsibility for your impact on others; knowing triggers and strategies for maintaining equilibrium when under severe and sustained pressure


17


18

2. Improvement driver: Demonstrates an ability to know what good services look like and how they can be achieved. Having the ability and passion to continually drive for improvement within the workforce directorate and the wider organisation


You prioritise people practices, managing opportunities and risks to drive sustained improvement for your area of work Source CIPD Core Behaviour/Commercial Drive

You focus on driving sustained organisational improvement through the alignment of people strategy with clinical and operational strategies

You partner with customers to understand their current and future needs and contract effectively Source CIPD Core Behaviour/Commercial Drive

You create a culture that prioritises the understanding of customer needs to enhance customer value

You develop and present robust business cases using evidence to demonstrate improved outcomes for your area of the business Source CIPD Core Behaviour/Commercial Drive

You evidence the strategic value of investment in people across the organisation to a wide range of stakeholders

You understand different models of organisation behaviour (e.g. team performance, group dynamics, systems theory, high performance organisations theory) to diagnose and address organizational challenges for your area of workSource CIPD Core Knowledge/Culture and Behaviour

You use an understanding of organisation behaviour to create value for people and improve organisation performance


19


20

3. Digitally savvy: Understanding the digital environment and how to apply technology in a people context


You understand what technology is available in your area of the people profession and its impact on your workSource: CIPD Core Knowledge/Digital Working

You understand how to use technology to support the delivery of people practices, and improve the worker experience

You understand the workplace risks of social media, and how to use it effectively to form networks, provide voice and enable CPDSource: CIPD Core Knowledge/Digital Working

You understand how to use social media to access professional communities, build internal communities, and the connections with an organisation’s communication strategy

You understand how to review the impact of technology on roles in an organisationSource: CIPD Core Knowledge/Digital Working

You understand the risks and opportunities of technologies, and how to assess the impact and value of technology for the workforce profession

ASPIRE Deputy Director of Workforce Talent ... - hpma.org.uk · Web viewASPIRE Deputy Director of...

Documents

Transcript of ASPIRE Deputy Director of Workforce Talent ... - hpma.org.uk · Web viewASPIRE Deputy Director of...