Talent management
Why do some job adverts put women off applying?
Interesting article by on the BBC Business website
Developing nursing leadership talent – views from the NHS nursing leadership for South East England. 
Journal of Nursing Management. (2018) (In Press)
Cabral A, Oram C and Allum S
Managing talent in the NHS: supporting all staff to fulfil their potential
Martin Hancock, May 2018
Excerpt “The NHS Leadership Academy is setting out to deliver a change to the way talent management is approached and practiced within the NHS in England. The foundations have been laid through the creation of the national improvement and leadership development framework Developing People: Improving Care (DP:IC) – Martin Hancock discusses what’s happened since it was published, and what needs to happen next.”
Martin Hancock also says there is “preparatory work to establish an NHS high potential scheme and to understand what infrastructure, data and technology needs we will have in order to deliver an effective approach to talent management.”
“For those embarking on their NHS leadership journey, we’re also doubling the size of the next NHS Graduate Management Training Scheme intake to help build a pipeline of future talent.” See also https://www.leadershipacademy.nhs.uk/news/7th-most-popular-graduate-employer/
Start Well: Stay Well – a model to support new starters
Case study of Cambridge University Hospitals NHS Foundation Trust, presented by NHS Improvement and NHS Employers
“My immediate team are very supportive and the senior leadership have shown an interest in me and my views.”
Windrush 70th Anniversary Commemorative Magazine 2018
Chesterfield Royal Hospital NHS Foundation Trust (Chesterfield Royal) in using new models of care to overcome workforce supply challenges
Using band 4 roles to build a team
08 / 06 / 2018
How can the NHS become a millennial friendly employer?
“With the NHS facing serious recruitment and retention problems, The BMJ hosted a round table at the Nuffield health policy summit asking how the NHS can do more to attract, enthuse, and hold onto young doctors. Gareth Iacobucci reports.”
Development of an England-wide nursing director talent pipeline
Wigens, L
Nursing Management: January 2018 – Volume 49 – Issue 1 – p 51–53 (Open Access)
Sadiq Khan launches ‘Our Time’ female talent development scheme, 15th May 2018 The scheme – Our Time: Supporting Future Leaders – aims to pair high-potential women with senior staff “champions”, both male and female, who will help them gain access to the experience, contacts and professional networks often needed to progress into leadership positions.It will go beyond traditional female talent development schemes, which Khan believed had not addressed the imbalance of power, and will provide a more structured approach towards career progression.
Director of Nursing and Midwifery Talent Scheme
Scheme information
Disability confident employers – employers that have signed up
04/06/2018
Many NHS Trusts have signed up
Mentoring and Coaching
The state of play in European coaching and mentoring (Nov 2017)
This report provides an overview of the main findings from the 2017 European Coaching and Mentoring Research Project, undertaken by Jonathan Passmore and Hazel Brown, in partnership with the EMCC and the wider European coaching and mentoring industry.
Country report from above
The state of play in coaching in the United Kingdom
This report provides an overview of the UK results from The State of Play in European Coaching & Mentoring (2017) research project.
Facilitating learning in practice – Free learning from Open University
Are you interested in mentorship or looking to develop your mentorship skills? In particular, are you involved in nurse mentorship? If so, then this free 8-week course is for you. The course explores the principles and best practices underpinning mentorship. The authors draw on their experience in nursing to help you develop your knowledge, understanding and skills of mentorship practice that can be applied to many workplace environments. For practising nurses, this course also contributes towards The Open University’s Nursing and Midwifery Council (NMC) approved Mentorship programme
Royal College of General Practitioners Innovators Mentorship Programme
Applications close: noon 30 July 2018, FAQs, Benefits
Royal College of Paediatrics and Child Health
Mentoring support – mainly an endorsement programme of non RCPCH programmes
Oxford Brookes University Coaching and Mentoring Society (OBCAMS)
“Brings together researchers and practitioners of coaching and mentoring in order to explore evidence based practice and areas of interest to the field. OBCAMS meets monthly throughout the academic year. It provides collaboration and networking opportunities for academics and professionals from a wide spectrum of coaching and mentoring interest. We introduce a range of coaching and mentoring topics in an informal setting and stimulate lively discussions and debates. The society has approximately 80 members, comprising academics, students and practitioners from across the region.”
NHS Virtual Mentoring programme for 2018
Opportunity to train as an Organisational Development Virtual Mentor
Closed for applications for 2018, keep checking back for future application dates
Journal articles about Mentoring and Coaching
A systematic review of executive coaching outcomes: Is it the journey or the destination that matters the most?
The Leadership Quarterly
Volume 29, Issue 1, February 2018, Pages 70-88
The authors say that this is “the most extensive systematic review of executive coaching outcome studies published in peer-reviewed scholarly journals to date.” The two authors are from the Saïd Business School, University of Oxford, UK
Journal of Nursing Management , early view article
116 senior clinical nurse leaders in Scotland attended one face‐to‐face induction day and received a total of 3 hours of one‐to‐one telephone coaching and two virtual peer group facilitated sessions. Evaluation used primarily qualitative descriptive methods with iterative review of emerging themes.
Capability mapping indicated self‐leadership development as the most frequently cited need. Improvements in self‐confidence, capacity for reflection and bringing whole self into the work were reported to deliver enhancement in team and service performance.
Co‐active coaching supported deep analysis by individuals. Focus on self, rather than behaviours provoked reflection on perspectives, mindsets, beliefs and approaches which can lead to more sustainable behaviour and support service change.
Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate
Van Vianen, A E M, Rosenauer D, Homan A C et al
Human Resource Management; Vol. 57, Iss. 2, (Mar/Apr 2018): 583-599
Excerpt “This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees’ promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee’s mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.”
Supporting nurse mentor development: An exploration of developmental constellations in nursing mentorship practice
Nurse Education in Practice, January 2018, Volume 28, Pages 66–75
Excerpt “Focus of research on newly qualified mentors and their significant supporters in mentorship learning . Semi-structured interviews were held with three registered nurses, working in two NHS Trusts (referred to as ‘Nightingale’ and ‘Seacole’ NHS Trusts for anonymity) who had completed their mentorship preparation studies within the last 18 months. As part of the interviews, participants were asked to create hand-drawn ‘spider’ diagrams, with the mentor participant at the centre of the diagram and lines radiating out to connect with those individuals thought by the participant to be significant in their mentorship learning. The resulting star shape influenced the decision to name them constellations. The constellations were annotated with comments from participants to denote relative strength of the relationship and the attributes contributing to the relationship. The constellations presented here are based on what was drawn during the interview, augmented with what was said.”
Reducing negative affect and increasing rapport improve interracial mentorship outcomes
Leitner, JB; Ayduk, Ö et al
PLoS One; Vol. 13, Iss. 4, (Apr 2018)
Excerpts “Results revealed that increased self-disclosure decreased negative affect and increased rapport for both mentees and mentors” and “Findings suggest that affect and rapport are key features in facilitating positive outcomes in interracial mentoring relationships.”
Developing cultural intelligence: learning together with reciprocal mentoring
Desai S, Rao S A and Shah, J S
Human Resource Management International Digest; Vol. 26, Iss. 3, 2018
Excerpt from abstract : ” The concept presented in the paper can help organizations use their own existing resources to develop cultural intelligence company-wide, rather than choosing third-party interventions/training.”
Mentoring in Nursing: An Integrative Review of Commentaries, Editorials, and Perspectives Papers
Lin, J et al
Nurse Educator: January/February 2018 – Volume 43 – Issue 1 – p E1–E5
Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives
Thesis by Tynes, VW, , Walden University
The pivotal role of mentoring and coaching in health services
6/06/2018
David Clutterbuck is Visiting professor, Sheffield Hallam & Oxford Brookes Universities; external examiner, Ashridge coaching MBA
https://www.davidclutterbuckpartnership.com/blogs/
cites 2018, Managers can’t be great coaches all by themselves, Harvard Business Review, May-June 2018, 22-24
Coaching and mentoring as conversations about context
post by David Clutterbuck
Excerpt ” The internal context is about raising the client’s awareness of their own thinking processes, their values, aspirations, belief systems, strengths and weaknesses — and a host of other things that define who they are and their potential to become and to achieve. The external context is about how they interact with other people and the wider world – for example, who or what influences them and who or what they influence..”
Medicins sans Frontieres 
……is the first health sector organisation to achieve gold standard in the International Standards for Mentoring and Coaching Programmes
European Mentoring and Coaching Council (EMCC)
Research agenda
Currently EMCC International Research is focused on the following main topics.
Mentoring. Decoding the success factors and best practices of mentoring in the contemporary workplace, with focus on the effects of generational differences and the impact of new technologies. Within this area EMCC is interested in developing a review of current mentoring practices, and comparative studies too.
The coaching process. Taking a deeper look at the specific interactions of the coaching process, and exploring the depths and different aspects of the workings of the coaching relationships. Within this area EMCC is interested in developing studies that shed light on the working mechanisms of coaching interventions or classes of coaching interventions. Besides furthering the theoretical understanding, EMCC aims to develop effective practices, theory and evidence based coaching intervention strategies.
The coaching context. Understanding and interpreting coaching within a wider context. Examples may include the perspective of the coachee, the organizational context, or the effects of the individual differences in coaches themselves. Within this area EMCC is interested in developing a clearer understanding of the boundaries of the coaching relationship, the effect of the external factors, and through these a set of best practices to manage them in parallel with the coaching relationship itself.
International Journal of Mentoring and Coaching
Access to https://www.emccouncil.org/journal/journal_library/
Is published by Emerald Insight
Current issue Table of Contents https://www.emeraldinsight.com/toc/ijmce/7/2
Leadership
“Service integration through medical leadership in England’s NHS”,
Journal of Integrated Care, Vol. 26 Issue: 1, 2018 pp.77-86
Iliffe S and Manthorpe J (2018)
Excerpt: This paper is an exploration of “the current interest in leadership within the National Health Service (NHS), especially within medicine, as a solution to the slow rate of integration of health and social care services.”
see also Integrated care: organisations, partnerships and systems
House of Commons Health and Social Care Committee
Seventh Report of Session 2017–19 Report.
“understanding of these changes has been hampered by poor communication”
Bridging the gap: using ‘Paired Learning’ to improve clinician/management understanding
BMJ Leader Published Online First: 24 April 2018.
Monaghan H, Swenson C, Kerins J, et al
Excerpt: ‘Bridging the gap’ between managers and clinicians, with a relational paired learning (PL) approach, has been run in NHS Lothian for 4 years (three cohorts) to positively impact the organisation and its leadership’
Building motivation to participate in a quality improvement collaborative in NHS hospital trusts in Southeast England: a qualitative participatory evaluation
April 7, 2018. BMJOpen (Open Access )
Excerpt “The evaluation has revealed facilitators and barriers to motivation categorised under two main themes: (1) inherent motivation and (2) factors that influence motivation, interorganisational and intraorganisational features as well as external factors. Facilitators included collaborative ‘champions,’ individuals who drove the quality improvement agenda at a local level, raising awareness and inspiring colleagues. The collaborative itself acted as a facilitator, promoting shared learning as well as building motivation for participation. A key barrier was the lack of board engagement in the participating National Health Service organisations which may have affected motivation among front-line staff.”
ased on “interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process” and ” analyses the difficulties these new, highly pressured networks are experiencing, and identifies how healthcare managers need to think and act differently to make systems leadership a success”
Vol 61 Issue 1
