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Deputy Head of Leadership Development and Talent Management

Job Description

The Deputy Head of Organisational Development and Talent Management will work with the Leadership team and support a programme of continuous organisational performance improvement which helps the Trust achieve its ambition of becoming a high performing organisation.

With specific focus on:
1. Line Managing the Leadership Development Managers

2. Management and leadership development

3. Career path planning and Performance Appraisals

4. Talent management and succession planning

5. Future workforce development, including work experience

6. Strategic leadership and service development

7. Analytical, judgement and decision making

8. Resources management and responsibility

9. Freedom to speak up

10. Communication and stakeholder engagement

Working within a consultancy and coaching approach, the post holder will collaborate both internally and externally with stakeholders to support, diagnose, design, facilitate and evaluate organisational development interventions to ensure delivery of EEAST's strategy vision, values, and desired culture. This will enable EEAST to provide excellence in care for patients and communities, whilst providing a working environment that our people would recommend as agreat place to work.

EEAST is a great place to work, it is the place that people want to contribute, make a difference and deliver the best care possible to our people and our patients.

We are a new dynamic team within the Strategy, Culture and Education directorate. Our aim is to create a culture of learning and development, that will excite our people, that has a positive impact on them and ensures everyday is a great day at EEAST. The team is made up of passionate Leadership Development Managers that want to make a difference.

EEAST is made up of 6 regions, with each area being accountable to an Integrated Care Board. Each of these areas has a Leadership Development Manager (LDM) that ensures we provide the best support possible through developing relationships and ensuring the delivery of our services is exceptional. The role of Deputy Head of Leadership Development and Talent Management will support the LDM's in achieving our ambitions as a team and as an organisation.
1. Management, Leadership Development and Talent Management

• Assume joint responsibility, with other senior colleagues, for the delivery of the Directorate’s performance and the achievement of the Trust’s strategic objectives.
• To develop the Trust’s vision of a clinically led organisation through effective development and implementation of programmes aimed at improving the levels of leadership capability for the East of England Ambulance Service Trust (EEAST)
• Ensure all leadership development activity is consistent with EEASTs Values and Behaviours, and Leadership Framework.
• Work across the organisation with all teams to effectively scope and understand the development requirements.
• Evaluate and quality check, the requirements for effective Performance Management.
• Participate in the design, facilitation and implementation of leadership development programmes.
• Carry out diagnostic work using culture change or change readiness audits.
• Quantify and report on the return on investment of any leadership development programmes and build in evaluative methodology.
• Design learning content that can be accessed remotely or face to face that is engaging and draws upon evidence-based practice, research, behavioural science methodology, and the field of organisational development.
• Bring strong leadership and collaborative working to cross system forums and working groups.
• Provide leadership, governance to ensure the Trust meets its statutory duties and legislative compliance, including the development and implementation of progressive workforce planning policies.
• As a member of the Strategy, Culture & Education Directorate senior leadership team ensure the department delivers against its budget, efficiencies, contract management and ensure effective governance and risk management, including KPI monitoring.
• Financial management – As a member of the Directorate senior team, to ensure sound financial management in the Directorate and the achievement of expenditure in line with budgetary parameters.
• Risk & Governance – To ensure that the Directorate places quality and patient safety at the heart of its work and that regulatory and risk management requirements are satisfied.

• To evaluate and develop existing as well as develop further performance management systems and tools.
• Creating user friendly and supportive career path processes that will both attract and retain our people, through internal promotional opportunities.
• Establish clearly defined expectations placed upon individuals and teams, supporting wellbeing, career development and objectively measure performance against expectations and identify areas for development.
• Implement and facilitate workshops that ensure our Leadership are equipped to conduct effective and meaningful Performance and Talent Management Appraisals.
• Supporting a more inclusive and representative organisation through all six EEAST sectors.
• Responsible for auditing, training and developing staff, advising on, marketing, and working with national workstreams (Agenda for Change).
• Promote the use of career counselling as a tool to retain and develop key staff groups.

• Ensure the seamless link between performance, development, and succession through the design and/or use of the existing talent and succession framework.
• Provide strategic and proactive talent and succession consultancy to, senior organisation leaders, and individuals.
• In conjunction with subject matter experts, commission, design and develop effective career development journeys and pathways.
• Support the NHS Leadership Academy Graduate Management Training Scheme ensuring EEAST fully utilises the opportunities this brings.
• Generating monthly and ad hoc reports for managers to enable them to proactively support their teams.
• Research and analyse local and national talent management practices and trends.
• Ensure that corporate talent management initiatives are operationalised within the Trust and that they are joined up with resourcing activity. These will include appraisals, linked to objectives, values and behaviours, inductions, career conversations and pathway development and personal development plans and master class development programmes.
• Ensure that corporate talent management initiatives are operationalised within the Trust.

• In collaboration with recruitment create links between EEAST and local schools, colleges, universities, and youth organisations.
• Enable young people to access meaningful work experience opportunities as a step towards choosing a career in the NHS.

• Promote the Mission, Vision, Values and Strategic Objectives of the Trust by being a role model and ambassador for the organisation, both internally and externally.
• To participate in audit reviews as appropriate in relation to leadership development both internally and nationally as required.

• To support the production of regular reports for the relevant groups and committees on the work associated with leadership development, succession planning, talent management.
• Ensure that systems that are in place within the remit to evaluate and review performance against agreed targets and performance indicators are updated as required.
• Identify risks associated with any safety concerns that are raised and ensure these are managed in line with the Trust’s risk management procedures.
• To act in a genuinely independent, and confidential capacity to support and help drive the Trust’s ambition of further developing the open and supportive culture within the organisation.

• Providing strong and visible leadership, acting as a positive role model to all staff, demonstrating high levels of integrity, transparency, and personal effectiveness.
• Manage expense claims, travel, and subsistence in the course of duties carried out.

• Supporting the organisation in promoting a culture whereby staff feel able to raise concerns without fear and, when they do raise concerns, they feel they are listened to and their concerns are managed effectively to ensure staff and patient safety is always maintained.
• To provide guidance and sign post on FTSU or to the HRBP.
• To act as a point of contact and advice for staff and volunteers across the organisation.
• Taking immediate appropriate action when matters that people are speaking about indicate that safety and quality may be compromised.
• Escalate and report issues to the Head of HRBP or the FTSU Guardian or FTSU Deputy in a timely manner.
• To protect patient safety and the quality of care by supporting staff to speak up and raise any concerns about patient care and staff safety.
• To improve the experience of our people by listening, supporting, and facilitating the resolution of concerns.
• Promoting learning and improvement by addressing barriers to speaking up and fostering a positive speaking up culture in the Trust.
• Attend meetings where required to assist in the resolution of concerns and/or to report on themes and trends identified through the Freedom to Speak Up process.
• To act as a positive ambassador for EEAST and Freedom to Speak Up.

• Ensure that the activities which are being led by the Talent Management team are appropriately advertised and marketed across the organisation using resources that are available, i.e., Intranet, Newsletters, Communications, as well as other interventions as approved by EEAST communications
• Ensure that the appropriate EEAST branding, signage and stationery is used in a professional and appropriate manner.
• To coordinate and support the development of the principles of Leadership Development and Freedom to Speak Up Ambassadors on the work associated with this agenda and to act as an escalation point for them where necessary.
• To act as a point of contact and advice for our people and volunteers who need support or have genuine concerns relating to patient and staff safety.
• Contribute and identify themes and influence operational and strategic decision making to reflect and establish necessary improvements in creating a culture of speaking up through leadership development and coaching interventions.
• To promote early resolution of concerns via local management teams or signposting to the correct support.
• To educate and assign our people to the most appropriate route whereby their concern can be effectively resolved. This may be through the Freedom to Speak Up process or through other processes already established within the Trust.
• To escalate on behalf of staff members and volunteers to the FTSULG or Deputy when raising concerns if the staff member wishes to remain anonymous during this process.
• Be honest and behave with integrity so that staff members feel confident and comfortable in raising their concerns with you.
• Work with local management teams to encourage them to work with their staff for early, local resolution of concerns.
• Work alongside people services, including staff side colleagues where relevant, to ensure escalation is appropriate when a concern is raised.
• Establish effective networks and partnerships with other organisations to enable the Trust to continuously improve and learn from best practice on a regional and national footprint.

• The post holder will be required to work at any of the Trust’s sites in line with service needs.
• The post holder must be comfortable with engaging with staff within pressurised environments

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