Effective Talent Management and Leadership Development is a key objective for Chief Executives, Chairs and Boards. Best Practice research suggests that there are eight pre-conditions or essentials for successful Talent Management and Leadership Development. The NHS East of England propose that these essentials are simplified and embedded into the SHA and PCT Talent and Leadership plans to provide a consistent and coherent focus of attention, ensuring that they are spoilt for choice for Leaders and Talent across the NHS both now and in the future.

The NHS East of England are a high performing organisation that makes many exciting demands of their staff. They offer a vibrant, dynamic working environment that gives opportunities for people to explore both breadth and depth in their roles. While the pace is fast and the expectations are high, they give back to their staff as much as they give to the organisation.

There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.

There is pay/support for external management qualifications via application for further studies, Annual performance review, with development targets and resources aligned to outcome is in place. There is internal coaching/mentoring for all new starters,Teachers within ITT programme and newly qualified teachers are supported by specialist mentors. Capability and performance indicators are assigned for specialist mentoring/coaching support, dependent upon topic. Specialist network memberships are available e.g. teacher educator forums, strategic local partnerships to encourage engagement with the local community.

Training activities within the organisation include Pensions Scheme training, Data Protection, IT Systems and Corporate training. Formal qualifications are also supported through time off or funds.

In order to support people managers in the organisation, they have Internal management development training, meetings and internal/external coaching available.

On average employees receive sixty hours of formal training a year and have included teacher training, Masters, Professional Qualifications, stress awareness, operational and NVQ's. Formal qualifications are supported either through time off, funding or other resources roughly four hours remission per week is given and one day per week to attend college.

Team celebrations and events are run by the manager of that Unit or School. Employees undergo formal team building. This happens on average once a year and is driven by individual managers.

Instant recognition is provided in the form of cards and personal notes from managers and senior managers. Internal communication is provided through 'Principal's Briefings' sent via e-mail to all staff. Full staff meetings, team meetings and briefings are also provided to communicate with staff. They also conduct other surveys including Investors in People, Customer Service Excellence (formerly Chartermark) and whilst these are not 'formally' Employee Engagement Surveys, they give the College a snapshot of staff views and give staff an opportunity to explain their feelings about the College.

On average employees receive twenty hours formal training per year including Teacher training, Assessor and Verifer Awards, First Aid at Work, Manual Handling, Health & Safety, a variety of IT training, Active Listening Skills, attendance at numerous internal and external conferences and seminars, Autism Awareness Sessions, Child Protection Training, Subject-specific update, legislative and professional courses ie British Canoe Union training, BSc in Information & Library Studies, Rabbit Welfare training.

The leader/senior management interact with employees on a day to day basis in and around Head Office. They visit schemes, there are meetings which more junior staff attend and there are regular staff briefings. The Leader puts clients at the forefront of leadership, decision making and strategic developments and champions marginalised groups.

Management tool kits/resources give access to training, checklists and induction and support from colleagues. There is pay/support for external management qualifications. Typically ILM, CMS,DMS and MBA courses have been supported. Also there is training in Health and Social Care. There is access to individually identified training i.e. ILM or in-house Managers Toolkit Training. Other Seminars/managers forums or other peer support opportunities are meetings for Heads of Service, specific meetings for housing managers and floating support managers.

Every year, employees are given the opportunity to nominate a charity for any monies raised to be donated to. The Social Committee is responsible for choosing 3 or 4 causes which the money raised throughout the year is divided between. Fundraising events go on within different offices throughout the year. Local offices regularly hold dress down days, bacon roll mornings, book sales, Burns lunches and lots more. Employees are allowed to participate in these activities during work hours in order to raise as much money as possible.

Over the last 26 years John Mulloy has been instrumental in delivering award winning developments, top class service and innovative initiatives. Under John's leadership Hillcrest Housing Association has evolved from solely being a housing provider to being the parent company of a group of companies providing housing, care and wider role activities. It is John's determination to move the Group on and embrace the best new ideas and initiatives that make his leadership skills distinct. The Group is never standing still and is always exploring new ideas, projects and ways of working. This makes it exciting for employees to be part of the Group. Everyday is never the same for a lot of people within the Group.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

Fenland District Council has a Health Improvement Co-Ordinator. They hold well being events and there are leisure services that employees can use.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.

At Essex County Council, they recognise that people managers respond to a wide variety of development opportunities. Work shadowing opportunities are provided, as are opportunities for secondments, whether on a full time or part time basis. These opportunities offer employees the chance to identify career opportunities within Essex County Council and develop skills that will enhance their career choices.