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Frequently Asked Questions – Talent and Leadership

1. Will we be able to continue to use the talent and leadership development framework we have developed in our DHB?

You will need to have the core public sector framework, practices and tools underpinning what you do in your DHB. You may have elements that you consider that are unique and special to your organisation that you wish to retain but they would “sit on top of” the core public sector framework. It will be up to you to decide if this amalgamation will work. You will also be able to have to access to the wide range of resources and tools that the core public sector have developed. These support the talent and leadership approach that make this framework attractive.

2. What will this mean for the leadership development programme in my DHB?

It is anticipated you will be able to continue to use the leadership development programme in your DHB but it will need to be aligned to the core public sector framework. Or, said another way, the core public sector framework needs to underpin your programme. It may be that you transition your approach over time – i.e. you make changes as you put a new leadership cohort through a leadership development programme. Training and development providers in the market are now well set-up to develop resources that support the core public sector approach and there are resources already developed that could be available for DHBs.

3. What does the shared approach to talent management and leadership development comprise?

It comprises practical resources to support organisations to mature and extend a consistent approach to talent management at all levels. This includes resources and practices for talent identification and talent development, including deployment to obtain a variety of experiences. The development opportunities are also designed to develop people’s leadership skills.

4. How will this complement the professional development of our clinical staff?

This talent development approach is about providing opportunities for the development of people from across the DHB from a range of roles to develop their general leadership skills. It will start with people in senior positions and provide them with a range of information and opportunities. It will be designed to develop them for future roles and equip them for future challenges in a range of roles. This leadership development will complement professional development but it is not about technical skill development. The talent management and leadership development approach will cover people in technical and non-technical roles.

5. Who is the target for this shared approach using the core public sector framework?

The career board structure is designed for the development of senior leaders and the pipeline for senior leadership positions. However the range of core public sector tools and resources are applicable for people in a wide range of roles. For example, the Leadership Success Profile which is at the heart of the core public sector framework covers the capabilities and outcomes needed from our leaders at all levels. Other resources and tools are designed to assist development of talent management practices within organisations which impact on people throughout the organisation.

6. What will this mean for when I recruit for a senior role? What will I need to do it differently?

In the future vacancies could be considered as a development opportunity where someone could fill this position on a temporary basis to get a range of experiences that the role could offer. You will also have access to a talent pool of potentially suitable candidates from across the core public sector. This means that advertising will not be your only source of candidates for your shortlist. It will take time however to get this system up and running.

7. What will this mean for my human resources team?

It will mean that your human resources team will be working within a core public sector approach to talent management and leadership development. They will have access to resources, tools and support from the core public sector that they were not previously available. They will also have the opportunity to be involved in the implementation of this approach in DHBs and the ongoing development of these resources. It will also mean that some of their practices and resources will need to be amended or changed.

8. How much will this cost?

The core public sector experience has been that participating organisations have reprioritised their existing spend on talent management and leadership development rather than incurring additional costs. There will be some costs involved in setting up a project in DHBSS to implement the approach however. These will include a Project Manager and some supporting resources. There will also be costs in putting people through the assessment and development process.

9. How long will implementation take? What will I be seeing after one year, two years?

Implementation will take a number of years. The first year will be about education and communication so that people have a common understanding of the purpose and approach. It will also involve training of DHB people in the use of the resources and tools. By the end of the first year the mapping of roles in tiers 1 – 3 should be well underway.
The pace of implementation will also depend on each DHB’s level of participation as it possible to enter the programme at different times with varying levels of participation. There is flexibility in the pace of adoption and choices in terms of what to implement and the order of implementation. The framework and tools recognise that DHBs will be at different stages of maturity in their talent management journey.

10. What will happen to the leadership domains already developed by the GMsHR?

The leadership domains were the first step in getting alignment across DHBs for talent management and leadership development. They provided a common framework and language to inform individual DHB development initiatives. The domains map closely to the core public sector framework which should assist implementation. No further work is planned on the development of the domains at this time.

11. Who is leading this work?

The GMsHR in DHBs are leading this work for the DHBs. The governance is provided by WSG which comprises Chairs, CEs and leads from the DHB professional groups – i.e. the Chief Medical Officers, Directors of Nursing, Directors of Allied Health, GMsHR, General Managers Maori, General Managers Planning and Funding and representatives from the MoH/ HWNZ.  WSG is chaired by Julie Patterson CE for Whanganui. The State Services Commission and the Ministry of Health has been working closely with GMsHR on the implications for a shared approach to talent management and leadership development. This is expected to continue and be formalised through a project structure.

12. How are people moved between organisations?

The core public sector has a series of Career Boards where CEs meet and discuss what critical experiences are needed to develop people to be ready for bigger, more complex or specialist roles. They consider the range of the roles and their characteristics (from the mapping exercise) and the development needs of the people in the talent pool. It could be considered a bit of a matching exercise where someone is identified as needing a particular range of experiences and the roles that could offer that are identified.  As vacancies come up in these roles these people are considered for these roles on either a temporary or permanent basis.
It will need to be established as part of implementation how the career board structure is amended to accommodate DHB CEs.

13. What will I be doing differently as a CE as a result of participating in this?

It really depends on what talent management processes you have in your organisation now and how they align to the core public sector approach. However, you can expect to be representing your people (identified leaders) at Career Boards and providing feedback to them. You could also be involved in considering “talent’ from other organisations and the experiences the roles in your organisation could provide. You could also be chairing internal talent forums for senior leaders in your organisation and championing talent management and leadership development in your organisation.

14. What about talent and leadership outside of the DHBs, e.g. PHOs?

Yes that would be the ultimate goal; to have a common approach across all parts of the sector but implementation will start with the DHB employed workforce.

15. How does this align with the NZ Health Strategy?

The Health Strategy talks about having “one team” – i.e. a much more joined up approach across the health sector and a shared approach to talent management and leadership development facilitates that. The Road Map that supports the strategy has an action to implement a common talent management and leadership programme for the sector.