Talent Management in Healthcare (eBook)

Paul Turner is Professor of Management Practice at Leeds Business School, Leeds Beckett University, UK, and has held similar roles at universities in Birmingham, Nottingham and Cambridge. In a long business career Paul held Executive and HR Director positions in FTSE and Fortune companies and was Vice President of the CIPD. Paul has written and co-authored a number of books on management and human resource development, including his most recent publication, Make Your People Before You Make Your Products (2014).

Acknowledgements and List of Contributors 6
Contents 8
List of Figures 10
List of Tables 12
1: No Health Service Without a Health Workforce 13
Human Resources Are Critical to Universal Health Coverage 13
Healthcare HR Is at a Crossroads 14
Reframing the Concept of Health Increases the Demand for Health Sector Talent 15
Talent Management in Health Takes Place in a Complex, Contested Economic Environment 16
Investing in the Health Workforce Can Create Economic Growth 17
Talent Management Takes Place at All Levels 18
Best Practice or Best Fit? 20
The Chapters and Structure of the Book 21
References 23
2: The Changing Landscape of Healthcare 26
The Transformation of Healthcare 26
Global Talent Shortages in the Health Sector 28
Cross-Border Mobility 30
Different Health Systems Affect the Deployment of Health Professionals 32
Intense Competition for Talent 33
A Diverse Mix of Clinical, Allied and Managerial Health Professionals 35
Demographic Forces Shape the  Health Workforce 37
The Effect of New Types of Organisational Structure and Governance 38
Global Policy and Local Actions to Address Workforce Challenges 40
Conclusion and Implications for Practice 42
References 44
3: Defining Talent in the Health Sector 49
The Significance of Talent in the Health Sector 49
The Importance of a Clear Definition of Talent 51
The War for Talent and the Exclusive Focus 52
Broadening the Scope—The Move Towards Inclusivity 54
Reconciling the Exclusive/Inclusive Paradox—A Pluralistic Definition of Talent 57
Defining Talent in the Health Sector at Three Levels 61
A Working Definition of Talent at an Organisational or Health Unit Level 65
Conclusions and Implications for Practice 67
References 69
4: The Boundaries of Talent Management 75
Framing the System of Talent Management 75
The Search for a Theoretical Foundation for Talent Management 76
Defining Talent Management in the  Health Sector 78
The Application of Talent Management 82
A Heuristic Model for Executing Talent Management for Both Phenomenon- and Strategy-Driven Approaches 84
Strategic Alignment and Business or Organisation Integration 86
Attraction, Recruitment and Resourcing 87
Onboarding 88
Operational Management 89
Leadership, Management and Whole Workforce Development 90
Engagement and Retention 92
Measuring the Outcomes of Talent Management 93
Conclusion and Implications for Practice 96
References 98
5: The Talent Management Evolution Matrix 106
Talent Management in Health Is Guided by Best Fit 106
A Combination of Strategic and Operational Objectives for Talent Management 108
Contemporary Methods for Assessing the Current Talent Position 109
The Constructs of the Talent Management Evolution Matrix and Its Application to the Health Sector 113
Key Indicators of Conceptual Acceptance of Talent Management in the Health Sector 114
A Clear Definition of Talent and Talent Management 114
The Support of the Board and Executive Team and Strategic Alignment 115
A Recognised ‘Business Case’ for Investment 115
Line Managers Who Are Willing and Have the Capability to Implement Talent Management 116
Skilled and Knowledgeable Talent Professionals 117
A Workforce That Is Active in Talent Management Tools and Processes 118
Key Indicators of the Practical Implementation of Talent Management in an Organisation 119
Well-Crafted Implementation Plans 119
The Availability of the Tools of Talent Management 119
Talent Management Aligned to Other HR Processes Such as Competency Frameworks 120
Line Managers with the Skills Necessary to Implement Talent Management and the Incentive to Do So 121
Talent Professionals with Strong Change Management Skills 121
Clusters of Organisations in the Talent Management Evolution Matrix 125
Cluster 1: Low Conceptual Acceptance—Some Practical Implementation 125
Cluster 2: Relatively Low Conceptual Acceptance, a Relatively High Level of Practical Implementation 126
Cluster 3: A High Level of Conceptual Acceptance, Medium Practical Implementation 127
Cluster 4: High Levels of Conceptual Acceptance and Practical Implementation 127
Conclusion and Implications for Practice 128
References 130
6: Talent Strategy: Alignment and Integration 136
A Strategic Narrative for Talent in  Health Sector Organisations 136
Talent Strategy Is at the Heart of Human Resources Management 138
Crafting a Talent Strategy Will Involve Choices 140
The Antecedents of Talent Strategy in Health Sector Organisations 142
Developing a Strategic Framework for Talent in Health 147
Gaining the Commitment of Key Stakeholders 148
Preparing a Business Case for Talent Strategy 149
Identifying the Key Elements of Talent Strategy 151
A Plan for the Execution of Talent Strategy 154
Conclusions and Implications for Practice 157
References 159
7: Succession Planning and Leadership Development 165
The Importance of Leadership and Management 165
Leadership at the Highest Levels of  Healthcare Organisations 167
Devolved Leadership in the Health Sector 171
Leadership from Board to Ward 172
Defining Succession Planning in the  Health Sector 174
The Links Between Succession Planning, Leadership Development and Talent Management 178
Succession Management in Place of  Succession Planning 180
Assessing People for Succession and Leadership Development in  Healthcare Organisations 181
Leadership Development Practices 183
Conclusions and Implications for Practice 188
References 189
8: Whole Workforce Development 196
Learning, Training and Development Throughout the Whole Organisation 196
The Perceived Benefits of Whole Workforce Development 198
External Influences and Human Resource Development 199
A Passion for Whole Workforce Development in Health 204
Applicability, Accessibility and Alignment 205
Applicability—Knowledge, Experience and Resilience 207
Accessibility—Innovation and Responsiveness 212
Alignment of Whole Workforce Development with Organisational Goals 215
Conclusions and Implications for Practice 217
References 219
9: Attraction, Recruitment and  Resourcing of Talent 228
A Paradigm Shift in Attraction and Recruitment in the Health Sector 228
The Breadth of the Recruitment Challenge in Health 230
A Context-Specific Approach to Recruitment 231
Developing a Holistic Approach to  Attraction and Recruitment 232
Building on Labour Market Insights 234
Attracting Talent—The Employee Value Proposition 235
Attracting Talent—The Use of the  Employer Brand 238
The Recruitment Process—Applying the Employee Value Proposition and  Employer Brand 240
The Recruitment Process—Assessment Tools and Techniques 243
Onboarding, Induction and Orientation 246
Conclusion and Implications for Practice 250
References 252
10: Talent Management and Employee Engagement 260
The Meaning and Importance of Employee Engagement 260
The Challenges of Engaging a Diverse Health Workforce 262
The Influencers of Employee Engagement 263
Aligning Talent Management and Employee Engagement 268
The Role of Leadership Competences and Development in Employee Engagement 271
Integrating Employee Engagement Characteristics with Management Development 274
Whole Workforce Development and Employee Engagement 276
Conclusions and Implications for Practice 278
References 281
11: Retaining Talent in Health Sector Organisations 291
The Importance of Retaining Talent 291
Employee Retention Is a Global Issue 293
The Constructs of Employee Retention 294
Why People Stay with Health Sector Organisations 296
Why People Leave Health Sector Organisations 297
The Relationship Between Talent Management and Employee Retention 302
A Multi-Layered Approach to Retention 304
Providing Meaning in Health Sector Organisations 306
Providing Career and Development Opportunities: ‘Trust Is Future-Oriented’ 307
Rewarding for Performance, Rewarding Through Satisfaction 308
Excelling Through Culture and a Positive Working Environment 310
Conclusions and Implications for Practice 311
References 312
12: The Role of the Board, the Executive Team, Line Managers and HR Professionals in Talent Management 320
Executives and Talent—A Symbiotic Relationship 320
Sustaining and Enhancing Integrity—The Role of the Board 324
Providing Oversight and Allocating Resource—The Role of Executives 326
Partners in Talent Management—The Role of the Line Manager 328
Strategic Positioners and Credible Activists—HR, OD or Talent Professionals 331
Interaction and Collaboration Are Key to Success 333
Conclusion and Implications for Practice 335
References 337
13: Twenty Important Conclusions About Talent Management in the Health Sector 344
The Changing Landscape of Talent in Health 344
Index 353