Introduction
This programme has been created to support the development of staff with line management responsibilities working in all professions at Portsmouth
Hospitals NHS Trust (PHT). It provides a structured competency framework for all of the key skills a manager needs to have. Many managers in the
organisation have progressed to their management role as a result of being good at their clinical or technical roles, and have not received formal
management training.
This framework, along with the leadership interventions described in the Management and Leadership Development Matrix, provide a comprehensive
pathway of development for new, existing and aspiring managers to build and further develop capability to meet the requirements of the CQC Well Led
domain, using a combination of e-learning, classroom based sessions, shadowing, formal certificated national and local programmes and modules accessed
via the internet.
The programme is separated into 5 levels which apply to all staff, determined by their role (see What level am I?) based on management responsibilities for
an individual or team, a range of teams/services, a Clinical Service Centre or Corporate Function. This set of competencies is Level 1 which is for staff with no
formal line management responsibilities, however may take responsibility for conducting Performance Appraisals, managing Sickness Absence or
Procurement. Staff taking on additional responsibilities may wish to consider the Best People Talent Programme (Management and Leadership) Level 1 to 2.
Level 1 - Frontline
staff
•Managing self.,
with no direct
management
responsibility eg.
Staff Nurse, AHP,
Secretary, Junior
Doctor
V2
Level 2 - Managers
and team leaders
•Line management
responsibility for
a team or
individual eg.
Admin manager,
Ward manager,
Consultant
Level 3 - Managing
managers
•Line management
responsibilty for a
staff with line
management
responsibilities
eg. Matron,
Clinical Director,
Business Manager
Level 4 - Managing
multiple services
•Line management
responsiibility for
multiple functions
or a CSC, eg. CSC
Management
Teams, Deputy
and Associate
Directors
Level 5 - Trust Board
•Executive and
non executive
directors
Page 1
Personal Development Plan
Your line manager will support and coach you through this competency programme and formally discuss progress with you as part of your annual
Performance Appraisal and regular one to ones.
This level has a 3 step process:
Step
Activity
Step 1
A developmental conversation takes place between individual and line manager to identify any specific
responsibilities, development needs and consider what additional development is required
Step 2
Individual organises a mentor and undertakes their agreed programme. (Follow this link for formal mentor options)
Step 3
Individual and manager meet and discuss learning, its application and impact and sign off competencies.
Timeframe
Within first 4 weeks
Within first 3 months
Within first 6 months
Level 1 Staff with no formal line management responsibility
For individuals who are not in a line management and leadership role, but may conduct Performance Appraisals, manage sickness absence or undertake Procurement
responsibilities.
Subject Area
Competencies
Formal development Self
(follow links for how to book) Development
Recruiting and
selecting staff
I assist with the recruitment and selection
of staff in line with Trust policy for the
department.
I understand my role as the team leader/
supervisor.
I understand the importance of a balanced
team in which members have clear roles.
C5 L3 (c)
I develop and communicate objectives for
my area which are aligned with
organisational objectives of my area.
Recruitment masterclass
Interviewing Skills &
Techniques
Participating in
Recruitment
activity
Mentoring
Aston Team
Development
Appraisal Performance
Review
Shadowing
Building and
managing teams
Developing and
communicating
team/ department
objectives and
purpose
Planning the
workforce
V2
I am aware of the need for workforce
planning.
I am able to manage the roster/rota and
make a work plan for the day to ensure
the service is delivered.
Evidence of Achievement
Delegated
activities
Shadowing
Page 2
I contribute to the discussions for
workforce planning within my
department.
I understand leadership styles and am able Edward Jenner
to reflect on my own leadership style and Leadership eLearning
potential.
Leading and
motivating staff
Innovation
I encourage innovation in my team.
Conducting appraisal
I conduct effective appraisals in line with
Trust policy and procedure and
understand the place of appraisal in a
wider staff development programme.
I understand the value of assessing
performance to meet team and individual
objectives. I understand the value of
feedback in the work place.
I am able to identify development needs
of my team.
Appraisal Performance
Review
I support equality and diversity.
Essential Skills
Managing individual
and team
performance
Developing staff (e.g.
identifying
development needs
and appropriate
solutions)
Promoting equality
and diversity
Promoting employee
wellbeing
Promoting working
relationships,
managing and
reducing conflict
V2
I have an understanding of my role in
promoting employee wellbeing. This may
include ensuring that rotas are managed
fairly and recognising and taking
appropriate first steps in tackling and
reducing staff stress levels.
I recognise the possible causes of conflict
in the workplace and am equipped with
simple techniques to deal with conflict.
Appraisal Performance
Review
Healthcare
Leadership Model
Self Assessment
Shadowing
Mentoring
Innovation
Champion
Shadowing
Shadowing
Appraisal Performance
Review
Shadowing
Mentoring
Representative/
Champion
Essential Skills
Page 3
Managing employee
relations in line with
HR Policies (e.g.
absence
management,
grievance,
disciplinary,
consultation)
Managing resources
to meet customer
demands and Trust
targets
Managing the
workforce to meet
customer demands
and Trust targets
(e.g. planning rotas)
Service Improvement
Handling complaints
Ensuring compliance
with health and
safety requirements
in your area
Risk Management
V2
I assist in the management of staff in line
with HR policy including attendance
management and informal conduct issues
Attendance
Management and
Occupational Health
Referrals
Managing Poor
Performance
Mentoring
Chairing meetings
I am responsible for requesting and
ordering physical resources and ensuring
they are available.
Procurement E-Learning
Mentoring
I am responsible for ensuring that annual
leave and absence levels are monitored
Mentoring
I understand the importance of service
improvement and innovation in the
workplace and begin to develop ideas and
theories on how to bring about effective
transformational change to improve
services. I contribute to the improvement
of services C2 L2
I understand the Trust complaints policy
and procedure
I monitor and maintain health, safety and
security of self and others C3 L2
Mentoring
Visits /
Shadowing
I know the Trust policies and strategy on
risk management and how to report a
Safety Learning Event
Essential Skills
Mentoring
Essential Skills
Represent at H&S
Committee
Mentoring
Essential Skills
Risk Assessment Training
Mentoring
Reading policies
Page 4
Level 1 completion
Developmental discussion with line manager, either a separate meeting or part of appraisal and personal development plan
Line Manager sign
Evidence statement:
off as competent to
level 1:
Demonstrates alignment
to Portsmouth Hospitals
core values
Values
■ Respect and
dignity
■ Working together
■ Quality of care
■ Efficiency
Consider Best People Talent Development Programme Management and Leadership Development Level 2
Agreement
Individual’s Name
Signature
Date
Managers Name
Signature
Date
Please email a completed copy of this form to [email protected] and place a copy in the individual’s personal file with Performance Appraisal Document
V2
Page 5
Prospectus of development available
People Management Processes (OD/P2M) Back to competencies
Development Programme
Description
How to access
Appraisal Performance
Review
A concise workshop to
develop your understanding
of the theory and skills behind
the Appraisal Performance
Review Policy
Attendance Management
and Occupational Health
Referrals
A concise workshop to
develop your understanding
of the theory and skills of
managing staff on short term
or long term sick (4 weeks or
more), return to work
meetings and Occupational
Health referrals
Managing Poor
Performance
A concise workshop to
develop your understanding
of the theory and skills of
managing staff under the
Trusts Capability Policy
1 hour
workshop
Values Based
Recruitment Interviewing
Skills and Techniques
You have selected your
candidates to interview, this 1
hour workshop will now guide
you through the skills
required to undertake a
values based interview.
1 hour
workshop
Recruitment Master Class
This concise 1 hour workshop
will prepare you for the full
recruitment process using the
8 step system; writing your
advert, attracting applicants,
managers responsibilities,
shortlisting etc.
1 hour
workshop
V2
Automatic invite
for newly
appointed or
promoted
managers
or
Book via ESR
Time
Commitment
2 hour
workshop
2.5 hour
workshop
Learning Outcome
You will understand the seven principles of performance review
and feel confident to undertake a meaningful appraisal
performance review with your team
You will understand managers responsibilities for:
 Reporting non-attendance and unauthorised absence
 Absence Reporting and Return to Work Meeting form
Sections A&B
 Sickness absence and Fitness for Work Certificates and
recording absence
 Trust triggers and breaches
 Occupational Health Referrals
 Annual Leave and returning to work
 Redeployment/ Ill Health Retirement /Injury Benefits
You will understand responsibilities in relation to :
 The skills needed to manage poor performance within
your team
 Ensuring consistency throughout formal HR processes
 Ensuring fair and effective management of staff to
maintain high quality patient care
 Understand the stages of carrying out interviews and
shows them how to conduct an effective interview so that
they are able to attract the best candidates and choose
the best person for the job.

Knowledge of tools, techniques and resources helping you
to attract and recruit the right candidates with the right
values to your department.
Page 6
Evidence of
Completion
Recorded onto
your learning
record within ESR
(which can be
printed)
Recorded onto
your learning
record within ESR
(which can be
printed)
Recorded onto
your learning
record within ESR
(which can be
printed)
Recorded onto
your learning
record within ESR
(which can be
printed)
Recorded onto
your learning
record within ESR
(which can be
printed)
Service Management Processes (OD/P2M) Back to competencies
Development
Programme
Procurement and the
Supply Chain
Description
To provide an understanding of
the procurement process and
the services offered by South of
England Procurement Services.
How to access
eLearning via ESR
Time
Commitment
1 hour to 1.5
hours
Learning Outcome
•
•
•
•
•
•
•
PHT Standing Financial Instructions – how are these
used?
Procurement & Order Process
Tender Process
Supply Chain management
Savings Targets
Risk – mitigating
Procurement Champions
Evidence of
Completion
Recorded onto
your learning
record within ESR
(which can be
printed)
Leadership (OD) Back to competencies
Development
Programme
Leading a High
Performing Team
Description
Work with other managers to
explore practical ways of
addressing your priorities and
follow up back at work with
your team and with the support
of your manager
V2
How to access
Book via ESR
Time
Commitment
3 hours
Some pre and
post course
work
Learning Outcome
This session aims to equip you to enhance team working
within your department and beyond with a focus on how it
impacts on the patient and staff experience
Page 7
Evidence of
Completion
Recorded onto
your learning
record within ESR
(which can be
printed)
National Leadership Academy Programmes (OD) Back to competencies
Development
Programme
Description
Edward Jenner
(Launch and Foundations)
Leads to NHS Leadership
Academy Award in
Leadership Foundations 1
Edward Jenner Advanced
This is a PHT part funded
programme and approval
must be received from the
Head of OD before
proceeding to an
application.
Leads to NHS Leadership
Academy Award in
Leadership Foundations 2
National Leadership
Academy – Stepping Up
Programme
V2
How to access
Time
Commitment
This is an online learning
programme designed to give
you confidence and
competence in your role.
Aimed at staff in all roles
within healthcare especially
aspiring leaders.
This is for participants who
have completed the first two
units of The Edward Jenner
programme – Launch and
Foundations.
Access via Thames
Valley & Wessex
Leadership
Academy
Link to Edward
Jenner
A flexible
resource: learn
in your own
time at your
own pace
Designed by clinicians working on the frontline of care, it is
highly practical and patient-focused – making it a valuable
resource for all staff who want to build a more compassionate
NHS. Designed to help you use your own experiences as part
of your learning process, self-assessment in key leadership
areas and continuing professional development.
Apply via
[email protected]
hs.uk
Online learning
and 3 x 1 day
workshops
The programme will support you as you develop essential
leadership skills. The programme has been designed with
health and care staff, for everyone working in a health and
care context. Highly practical and patient-focused, it’s a great
way to understand the purpose, challenges and culture of the
NHS.
This programme is open to
aspiring BAME leaders, with 2
cohorts, one for band 5 and 6,
and another for people in
band 7.
Link to – The
Stepping Up
Programme
Link to Edward
Jenner
Learning Outcome
Evidence of
Completion
The Stepping Up programme is a leadership development
programme for black, Asian and minority ethnic (BAME)
colleagues in bands 5 - 7 (or equivalent) roles, who work
within healthcare (the NHS or an organisation providing NHS
care). The programme is designed to bridge the gap between
where applicants are and where they need to be, to progress
into more senior roles.
Page 8
ESR/E-Learning
record of
completion and
practice based
reflective tools
discussed and
considered with
line manager. At
the end of each
module print
completion
certificate
Certificate of
completion
NHS Elect Workshops Back to competencies
Development
Programme
Description
Conflict Resolution:
Managing Positive
Conversations in Difficult
Situations
Your management style
and how to use it more
effectively using MBTi
Psychological Resilience
Responding to Tenders
Business Cases
Project management
Process Mapping,
Demand and Capacity
How to access
Conflict is invaluable within bounds. Too little conflict stifles creativity and challenge. Too much conflict stifles creativity and appropriate
risk taking as well as promoting a culture based on buck-passing and blame. This session aims to demonstrate how we can put conflict to
work productively which includes naming and managing conflict that has become unhealthy and surfacing submerged conflict when false
consensus is stifling effective team working.
Psychological profiling tools like OCEAN, Merrill & Reid and MBTI help us to understand our own preferences about assessing situations,
taking action and working in teams. They also help us to lead and influence more effectively through an enhanced ability to understand
other people’s perspectives and bring colleagues together to maximise team performance.
The second part of the session will move on to examine the habits that build or erode psychological resilience with the aim of helping
delegates manage their own capacity to operate sustainably under pressure and to create a picture of the do’s and don’ts of creating
resilient teams.
Many of NHS Elects facilitators have significant commercial experience, which is brought to this workshop to help delegates respond
effectively and convincingly to tenders.
The ability to write and assess a business case is a core management skill. This session takes an interactive approach to the fundamentals
of structure and content. Attendees will come away with an ability to clearly state and secure the benefits sought from their case as well
as the capacity to develop and assess options, manage risk, gain support from influential stakeholders and sell the case to a broad
audience of potential funders.
This session aims to Demystify the concepts and principles of project management and show you some of the ideas and approaches that
can be utilised in delivering successful change management for “sticky problems”. We will discuss what we mean by project management
because by understanding the key steps and processes involved we hope you will see how it is applicable to any initiative that you
undertake. We will also discuss the role of the project manager as a ‘change leader’.
We will share with you lessons from Project Management on managing each step of an initiative involving change and how to develop a
document that sets out for you – and others – how you will go about achieving your goal.
There are a number of simple tools and techniques that support Lean thinking and Service Improvement. Recommended by the NHS
Institute’s 7 Ways to No Delays and the Modernisation Agency’s Ten High Impact Changes, these are proven to help staff reduce waiting
lists.
This workshop will focus on: Process mapping and analysis; What is ‘true’ demand and capacity and how do you measure it;
Understanding the impact of variation on your system; Strategies for improving the flow through the system, including reducing queues,
extending roles, gaining capacity, recognising carve out and segmentation and scheduling; Use of process templates to aid scheduling your
capacity
Negotiating and
Influencing
Negotiation and influence are life skills. Every day we practice on friends, family, colleagues, patients, the boss and the people who work
for us. This workshop was developed specifically for the needs of NHS leaders using evidence based research and techniques
Facilitation Skills
An interactive one day workshop exploring the role of a facilitator aimed at those who often find themselves facilitating workshops,
meetings and events. The day will cover successful event design, facilitator tools and techniques, how groups make decisions and how to
deal with common facilitator challenges.
V2
Page 9
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Lean Thinking
This workshop covers the key principles of lean thinking, and how to apply them to enable organisations to be less wasteful.
Making Better Decisions
– Using data to Manage
and Improve
The practice of using quantitative data to drive improvement in health services has occasionally been brought into disrepute by crude
analyses of suspect data followed by hasty action. This session aims to identify useful techniques which can account for data quality issues
while suggesting practical avenues for improving the quality and value of services through techniques such as statistical process control
(SPC).
In this session we will get to grips with the theory and practice of two complementary approaches; John Kotter’s 8 Step change
programme which is great for avoiding unforced errors when planning, executing and sustaining change. The second technique is Ralph
Stacey’s model for understanding and dealing with complex and uncertain changes. We will explore the approaches and apply them to
real NHS examples.
This workshop will cover:
• Tools and techniques for engaging with millennials through social media
• The potential successes and pitfalls of using social media in the NHS
• How to campaign effectively using social media
• Ways to use social media for recruitment
• Future trends in social media
We can all copy some other organisation’s business or marketing plan but the one thing that is difficult for your competitor to copy is your
customer service. How your staff behave on a bad day is your competitive advantage. Speakers this year include NHS organisations as well
as other public sector organisations. This workshop provides tips and techniques for delivering great patient and customer experience and
making them sustainable by engaging staff in meaningful way to their day-to-day job tasks.
This session provides an introduction to the key concepts of marketing and branding. It is suitable both for those with some previous
experience of marketing who are looking to refresh their knowledge as well as absolute beginners. The key concepts of marketing and
branding and how they apply to the delegate’s role and organisation
Managing Change
Social Media for the NHS
Delivering Great Patient
and Customer Experience
Stepping Stones to
marketing NHS Services
V2
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