Talent management in healthcare : exploring how the world's health service organisations attract, manage and develop talent

363 Pages·2018·3.86 MB·English

by  Turner

PAUL TURNER
TALENT
MANAGEMENT IN
HEALTHCARE
Exploring How the World’s Health
Service Organisations Attract,
Manage and Develop Talent
Talent Management in Healthcare
Paul Turner
Talent Management
in Healthcare
Exploring How the World’s Health
Service Organisations Attract,
Manage and Develop Talent
Paul Turner
Leeds Business School
Leeds Beckett University
Leeds, UK
ISBN 978-3-319-57887-3 ISBN 978-3-319-57888-0 (eBook)
DOI 10.1007/978-3-319-57888-0
Library of Congress Control Number: 2017949532
© The Editor(s) (if applicable) and The Author(s) 2018
This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether
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This Palgrave Macmillan imprint is published by Springer Nature
The registered company is Springer International Publishing AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
This book is dedicated to the talented people who
work in healthcare throughout the world and have such a
positive effect on all of our lives.
Acknowledgements and List of
Contributors
For queries about the text overall or specific queries about case studies,
contact [email protected].
The following people have been instrumental in the writing of this
book:
• Liz Barlow, Madeleine Holder and Lucy Kidwell at Palgrave Macmillan
• Adam Turner, Leadership Talent and Organisational Development
Lead within Health Education England, Leeds, UK
• Professor Robert Hamlin, Emeritus Professor, University of
Wolverhampton, Wolverhampton, UK
• Dr Taran Patel, Grenoble Ecole de Management, Grenoble, France
• Dr Carlos Ruiz, School of Business, Georgia Gwinnett College,
Lawrenceville, GA, USA
• Tomasz Ingram, Professor, University of Economics, Katowice, Poland
• Gabriela Ammatuna, Association for Talent Development, Alexandria,
VA, USA
• Ryan Changcoco, Association for Talent Development, Alexandria,
VA, USA
• Jennifer Allen, Head of Workforce, NHS Digital, Leeds, UK
• Mr Kostas Papagiannopoulos, Mmed Thorax, Md (CTh) Senior
Consultant Cardiothoracic Surgeon, Honorary Senior Lecturer Leeds
University, Treasurer European Society of Thoracic Surgeons, President
vii
viii Acknowledgements and List of Contributors
Elect European Society of Thoracic Surgeons, Department of Thoracic
Surgery, St. James’s University Hospital, Leeds, UK
• Mr Alessandro Brunelli, Md, Consultant Thoracic Surgeon, Honorary
Clinical Associate Professor University of Leeds, Secretary General,
European Society of Thoracic Surgeons, Department of Thoracic
Surgery, St. James’s University Hospital, Leeds, UK
• Michelle Fitzgerald-Shaw, NHS Leadership Academy, Leeds, UK
• Professor Prithwiraj Nath, Leeds Business School, Leeds, UK
• William Sun, Reader, Leeds Business School, Leeds, UK
• Dr Niki Kyriakidou, Research Chair, International HRM, EuroMed
Research Business Institute; Leeds Business School, Leeds, UK
• Professor Martin Reynolds, Leeds Business School, Leeds, UK
• Jane Marie Turner, Dylan Ibbotson
• Gail, Annette, Harrison and Ellis Ivor
Contents
1 No Health Service Without a Health Workforce 1
2 The Changing Landscape of Healthcare 15
3 D efining Talent in the Health Sector 39
4 The Boundaries of Talent Management 65
5 Th e Talent Management Evolution Matrix 97
6 Talent Strategy: Alignment and Integration 127
7 Succession Planning and Leadership Development 157
8 Whole Workforce Development 189
9 Attraction, Recruitment and Resourcing of Talent 221
ix
x Contents
10 Talent Management and Employee Engagement 253
11 Retaining Talent in Health Sector Organisations 285
12 The Role of the Board, the Executive Team, Line
Managers and HR Professionals in Talent Management 315
13 Twenty Important Conclusions About Talent
Management in the Health Sector 339
Index 349
List of Figures
Fig. 1.1 Talent management interactions in the health sector 8
Fig. 3.1 The evolution of talent definitions in the health sector:
summary 57
Fig. 4.1 Outside in: the outcomes of talent in the health sector
and their influence on talent management definition 71
Fig. 4.2 The focus of talent management in health 73
Fig. 4.3 A heuristic model of the key components of talent
management in the health sector 75
Fig. 5.1 Example of talent management performance and potential
matrix in health 102
Fig. 5.2 The talent management evolution matrix, four stages
of talent management and health sector organisation
positioning 103
Fig. 6.1 Key groups of activity in crafting a talent strategy in the
health sector 139
Fig. 6.2 The tools of talent management in support of delivering
talent strategy 144
Fig. 7.1 The competences associated with leaders and leadership in
the health sector. Sources: Czabanowska et al. (2014),
Day et al. (2014), de Jong et al. (2014), Goleman (1996
and 1998), Kim et al. (2014), Scully (2015),
Kumar et al. (2015), Love and Ayadi (2015),
Shariff (2015), Hamlin et al. (2002 and 2010) 162
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