Person-Centred Career Conversations
Providing our health and care workforce with rewarding careers and the opportunity to develop their skills can help people find joy in their work and encourage them to stay working with us in Cumbria for longer.
We know that many things throughout the stages of our lives can affect how we feel about our work and our desire to progress.
Career conversations are a personalised approach to supporting employees whose priorities may be changing.
Managers who understand the needs of their staff and are equipped to support them at all stages of their career are more likely to enhance the working lives of individuals and develop more engaged and productive teams.
Career conversations can take place at any time or be part of a formal process such as appraisal or supervision.
We have created these person-centred career resources to support managers to have positive conversations with their teams regarding the development and support they need to thrive in their role and develop their career should they choose to do so.
Person-Centred Career Conversation Toolkit
This self-paced learning resource will build confidence and equip managers to hold a positive career conversation through exploration, reflection and putting learning into live practice.
The toolkit is supported by a range of short videos to provide additional learning in hosting a conversation with team members who:
- Are at the early stages of their career
- Are mid-life
- Are late in their career
- Are not considering developing further in their role
Additional videos are also available to consolidate learning in relation to:
- Skills for career conversations
- The career conversation framework
Person-centred career conversation training is available for managers who benefit from group learning or applying skills practically through conversation. For more details on training and availability, please visit our training and events page.
A Compact is a clearly stated agreed set of expectations between staff that aligns with an organisation’s vision and aims. It is the agreement or psychological contract of “How we do things round here”. It can be used to challenge poor behaviour where culture is unhelpful to success, to improve team working even if the team works reasonably well, and as an alternative to large scale re-organisation/ restructure.
Our ambition in North Cumbria is to create a population health and wellbeing system by having our community as part of the local leadership and delivery team. Helping us to achieve this is the Co-Production Toolkit, which identifies a number of principles for working together for us all to follow and use. There are also four key areas of skills which the toolkit explains - these are: improving self-awareness; holding a good conversation; managing change; and working in groups.
My network/ circle of influence
My Network is a simple visual tool to help to understand your network of connections at work and outside work if appropriate who can help to support your improvement project. It can also be used to identify who may be blockers of your improvement project. It can be used in conjunction to the circle of influence to enable you to reflect on alterations to your influencing style you may need to adopt or people who currently you have little influence with who you may need to focus on for success.
OGIM (Objectives, Goals, Initiatives, Metrics) can be used at all levels of an organisation to give structure to developing an annual plan that is linked and aligned to the organisational vision and strategies. It is visual and simple to understand.
Stakeholder analysis is one of the first steps you should take in any change project. It enables you to identify everyone with a concern or interest who needs to be involved.
Timelines are a useful tool for visualising the sequence of significant events over time, telling a story, explaining a process or identifying personal change over time.
Understanding teams: a diagnostic toolkit
This team diagnostic tool has been developed to assist with and standardise our approach to identifying areas for improvement within teams. It is evidence based and built on the principles that good leadership, motivated and supported staff with clear direction and the right resources, who apply effective practice and processes, can produce great outcomes. The tool has been adapted from the EFQM excellence model and the Aston OD team model.