Has the British National Health Service (NHS) got talent? A process evaluation of the NHS talent management strategy?

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Has the British National Health Service (NHS) got talent? A process evaluation of the NHS talent management strategy? / Powell, Martin; Duberley, Jo; Exworthy, Mark; Macfarlane, Fraser; Moss, Phil.

In: Policy Studies, Vol. 34, No. 3, 2013, p. 291-309.

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@article{bb2fb584b5fa4a9fae7af45f51d7b4a2,
title = "Has the British National Health Service (NHS) got talent? A process evaluation of the NHS talent management strategy?",
abstract = "In 2004, the British National Health Service (NHS), an organisation with one ofthe largest workforces in the world, adopted a new approach to identifying anddeveloping managers, which was refreshed in 2009 with ?guidance for NHS talentand leadership plans?. This paper explores the introduction of talent management (TM) in the British NHS, focusing on process evaluation. It discusses the introduction of TM in the NHS before examining the stated principles, objectives and measures of TM in the NHS. It draws on a mix of research methods, including a literature review, focus groups, qualitative interviews with policymakers, qualitative interviews with managers, a questionnaire survey, andqualitative interviews in high performing organisations. It is found that thereare a number of issues that may undermine the TM strategy, including uncleardefinitions, conflicting principles, problematic measures; exclusive focus, sustainability; and lack of necessary infrastructure, culture and data.",
author = "Martin Powell and Jo Duberley and Mark Exworthy and Fraser Macfarlane and Phil Moss",
year = "2013",
doi = "10.1080/01442872.2013.798533",
language = "English",
volume = "34",
pages = "291--309",
journal = "Policy Studies",
issn = "0144-2872",
publisher = "Taylor & Francis",
number = "3",

}

RIS

TY - JOUR

T1 - Has the British National Health Service (NHS) got talent? A process evaluation of the NHS talent management strategy?

AU - Powell, Martin

AU - Duberley, Jo

AU - Exworthy, Mark

AU - Macfarlane, Fraser

AU - Moss, Phil

PY - 2013

Y1 - 2013

N2 - In 2004, the British National Health Service (NHS), an organisation with one ofthe largest workforces in the world, adopted a new approach to identifying anddeveloping managers, which was refreshed in 2009 with ?guidance for NHS talentand leadership plans?. This paper explores the introduction of talent management (TM) in the British NHS, focusing on process evaluation. It discusses the introduction of TM in the NHS before examining the stated principles, objectives and measures of TM in the NHS. It draws on a mix of research methods, including a literature review, focus groups, qualitative interviews with policymakers, qualitative interviews with managers, a questionnaire survey, andqualitative interviews in high performing organisations. It is found that thereare a number of issues that may undermine the TM strategy, including uncleardefinitions, conflicting principles, problematic measures; exclusive focus, sustainability; and lack of necessary infrastructure, culture and data.

AB - In 2004, the British National Health Service (NHS), an organisation with one ofthe largest workforces in the world, adopted a new approach to identifying anddeveloping managers, which was refreshed in 2009 with ?guidance for NHS talentand leadership plans?. This paper explores the introduction of talent management (TM) in the British NHS, focusing on process evaluation. It discusses the introduction of TM in the NHS before examining the stated principles, objectives and measures of TM in the NHS. It draws on a mix of research methods, including a literature review, focus groups, qualitative interviews with policymakers, qualitative interviews with managers, a questionnaire survey, andqualitative interviews in high performing organisations. It is found that thereare a number of issues that may undermine the TM strategy, including uncleardefinitions, conflicting principles, problematic measures; exclusive focus, sustainability; and lack of necessary infrastructure, culture and data.

U2 - 10.1080/01442872.2013.798533

DO - 10.1080/01442872.2013.798533

M3 - Article

VL - 34

SP - 291

EP - 309

JO - Policy Studies

JF - Policy Studies

SN - 0144-2872

IS - 3

ER -