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

"Providing a global perspective on the increasingly important concept of talent management in the health sector, this significant new text brings together evidence and research findings to suggest how healthcare organisations can attract and retain talent. The demand for healthcare in many countries often exceeds the supply of those who can provide it, and with case studies from Asia, the UK and the US, this book provides geographical insights into the extent of this global challenge. Topics discussed include employee engagement, employer branding, retention and succession planning. Talent Management in Healthcare offers readers a substantial guide and provides a sustainable talent strategy for organisations within the healthcare industry. An invaluable contribution to research on human resource development, this book will be of interest to academics and practitioners involved in organisational development, human resource management and healthcare management."-- Read more... Abstract: "Providing a global perspective on the increasingly important concept of talent management in the health sector, this significant new text brings together evidence and research findings to suggest how healthcare organisations can attract and retain talent. The demand for healthcare in many countries often exceeds the supply of those who can provide it, and with case studies from Asia, the UK and the US, this book provides geographical insights into the extent of this global challenge. Topics discussed include employee engagement, employer branding, retention and succession planning. Talent Management in Healthcare offers readers a substantial guide and provides a sustainable talent strategy for organisations within the healthcare industry. An invaluable contribution to research on human resource development, this book will be of interest to academics and practitioners involved in organisational development, human resource management and healthcare management." 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 Front Matter ....Pages i-xiii No Health Service Without a Health Workforce (Paul Turner)....Pages 1-13 The Changing Landscape of Healthcare (Paul Turner)....Pages 15-37 Defining Talent in the Health Sector (Paul Turner)....Pages 39-64 The Boundaries of Talent Management (Paul Turner)....Pages 65-95 The Talent Management Evolution Matrix (Paul Turner)....Pages 97-126 Talent Strategy: Alignment and Integration (Paul Turner)....Pages 127-155 Succession Planning and Leadership Development (Paul Turner)....Pages 157-187 Whole Workforce Development (Paul Turner)....Pages 189-220 Attraction, Recruitment and Resourcing of Talent (Paul Turner)....Pages 221-252 Talent Management and Employee Engagement (Paul Turner)....Pages 253-283 Retaining Talent in Health Sector Organisations (Paul Turner)....Pages 285-313 The Role of the Board, the Executive Team, Line Managers and HR Professionals in Talent Management (Paul Turner)....Pages 315-338 Twenty Important Conclusions About Talent Management in the Health Sector (Paul Turner)....Pages 339-347 Back Matter ....Pages 349-359