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Knowledge Hub

Get the knowledge at the Hub

Here you will find all the latest articles, reports and papers on leadership and organisational development to guide you on your leadership journey.

The Knowledge hub has been created in partnership with the Bodleian Health Libraries

The hub is constantly being updated, so make sure to keep visiting to stock up on all the latest news.

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Videos & Podcasts

Organisational Development

Myers Briggs Type Indicator

Introduction to Graduate Management Training Scheme

Graduate Management Trainee Scheme - How to succeed on the scheme

Intersect programme

The NHS Leadership Academy are here to help develop outstanding leaders who positively inspire others to do everything that they can to improve people’s health, care, treatment and experiences of the NHS.


Coaching Conversations Masterclass Flyer Now 2019 - open to all

Our Coaching Conversations Masterclass flyer. 

EMCC EQA Bespoke Practitioner Mentoring Programme

Application form for EMCC EQA Bespoke Practitioner Mentoring Programme

Evaluation of Leadership for Empowered and Healthy Communities Programme, Cohort 7, 2018/2019

This paper summarises the impact of the Leadership for Empowered and Healthy Communities (LEHC) Programme, on the 26 participants of Cohort 7.

HLM 360 assessment purchasing instructions

Instructions and contact information showing how to purchase HLM 360 assessment credits outside the Leadership Academy.

NHS Leadership Academy Programmes 2018 - 2019 Summary Flyer

A one-page summary by programme of who the programme is for, duration, time commitment, learning methods, awards, cost and bursary availability.

Place based OD: the place to be?

A Do OD paper for discussion, reflection and action.

Role of Organisational Development in the NHS by DoOD April 2018

Over the course of the last year Do OD have worked with their community to answer the question 'What is the role of OD in the NHS?'. Their conversations took place in person, at conferences, on the phone, in the virtual space and online. This generated vast amounts of data which they shaped and refined with colleagues, sense-making and meaning making along the way. The result is this paper, intended to stimulate debate, discussion, reflection and action.

What keeps me well

A new initiative encourages adults with learning difficulties and disabilities get their voice heard by the NHS. Information about the project and PhoenixRising:MK.


Defining talent and talent management

It’s critical to the success of the NHS that we develop, manage and retain talented people at all levels.
To support this, the NHS Leadership Academy has the objective of being a centre of excellence and beacon of best practice on talent management and leadership development by bringing together ideas from both within the NHS with those of other organisations.
The spread of knowledge about talent and talent management is one contribution to this objective.
This insight is the first of several around the subject. It will cover four important areas

  • What is talent- reviewing the various definitions of talent from organisations around the world and the evolution of the definition in the NHS
  • What is talent management- the component parts of talent management using definitions advocated by professional organisations as well as how these are put into practice in the NHS
  • Why are talent and talent management important to the NHS- the context within which talent management is taking place in the NHS including external and internal factors
  • The role of talent professionals- the critical factors in how professionals involved in talent management go about their roles today and in the future

The review is intended to provide some knowledge and to provoke thinking. But it is dynamic given the pace at which all things talent are moving. And so, we intend to provide other similar insights on talent related issues in future.

Developing a Talent Strategy

In 2014 and 2015 the NHS Leadership Academy published a number of talent management ‘insights’ to support talent professionals in their business unit activities. These insights were intended to give information about best practice in the field of talent and to spread knowledge about talent management activities within the NHS.
This Insight, number six in the series, builds on previous materials and outlines a framework for talent within which a talent strategy and associated processes can be developed. The reasons for focussing on strategy were based on the emphasis on aligning talent to both the NHS’s overall objectives and wider People or HR policies. Amongst the drivers for this were key points highlighted in recent reports by Lords Rose and Willis.
The insight will outline the context for developing a talent strategy in the NHS; the purpose and principles of talent strategy; the steps in developing the strategy and templates to support unit practice.
The talent framework, strategy and processes outlined below recognise that the NHS’s diverse units will be at different stages in their talent evolution and have been designed so that they can be adapted to unit needs.


Healthcare Leadership Model - Diagnostics and culture change

Diagnostics and culture change (T Lonetto)

Talent Management and Employee Engagement

In the NHS Leadership Academy’s first Talent and Talent Management Insight, the challenge of defining exactly what was meant by the term talent was discussed together with some of the approaches to talent management. Whether the approach to talent management is ‘inclusive’ or ‘exclusive,’ the terms ‘talent management’ and ‘employee engagement’ are inextricably linked such that talent management is integral to engaging employees in the organisation.
This is further insight, based once again on research and management practice, takes the subject of talent into the area of employee engagement.

Talent Management during Organisational Transformation and Change

In the previous NHS Leadership Academy Talent and Talent Management Insights the subjects of defining talent and talent management and how talent management aligns with employee engagement were discussed. This is the third in the series and deals with talent management during times of organisational transformation and change. This is particularly relevant to the challenges faced by many organisations today and addresses the question of how talent management can be used in support of the change process.

Talent management insight succession planning to succession management

What is succession planning and why is it important?
The definition of succession planning

Succession planning ensures that there are the right people in the right place at the right time with the right skill sets to fill the most senior leadership or managerial roles in the organisation over time. In addition, succession planning is used for to provide continuity in identified specialist roles on which the organisation is dependent such as those in clinical or technical areas. Hence succession planning is a strategic business issue designed to deliver talented people to fill those roles deemed to be key to the organisation in achieving its objectives.

Talent Management retaining talented people

What is employee retention and why is it important? 

Employee retention is critical to the long term success of the organisation
Employee retention is the extent to which an organisation is able to keep its employees- either over a long period of time or until the completion of a specific project or contract. It is the opposite of employee turnover. Employee retention can be viewed broadly to encompass the whole of the workforce; or in a narrower way with a focus on specific employee segments (high potentials, those identified as successors or clinical specialists).

TVWLA Communities of Practice (CoP) Skype meeting notes 2 May 2019

TVWLA Communities of Practice (CoP) Skype meeting took place on Thursday 2nd May.  Here you can view the slides from the meeting, including: 

  • an outline of our transition to NHSI and how the People Directorate will work

  • updates from each of the academy work-streams, including the South East Regional Talent Board and the talent management stocktake

  • dates for local programmes and events.


Certified Coaching Programme - Primary Care Cohort - Application form

Application form for the June-July 2019 Primary Care cohort of the TVWLA Certified Coaching Programme

EMCC EQA Bespoke Practitioner Mentoring Programme

This programme has been designed to provide an opportunity for active mentors to complete a training programme accredited by the European Mentoring and Coaching Council (EMCC) at Practitioner level. Recent research undertaken for the National Coaching and Mentoring Collaborative shows that, in an increasingly challenging environment, mentoring will be an essential ingredient within the NHS of the future. 

Mentoring draws on the collective experiences of individuals at all levels across the system with currency of knowledge, offering support at an individual level and, as a form of development it remains cost-effective and sustainable.

On successful completion of the programme, participants will receive a EMCC European Quality Award (EQA) Bespoke Programme Certificate* and will also be recommended for EMCC Professional Designation as a Mentor and Coach – i.e. European Individual Accreditation (EIA) at Practitioner level or Foundation level. This depends on the breadth and length of their mentoring and/or coaching experience and practice, against the EMCC Mentoring and Coaching Competency Framework.

Wavelength Leadership Programme

Wavelength is a 6 month leadership programme to develop the collaborative leadership skills that support effective, joined up digital transformation across the Frimley ICS.


Coaching through crisis and recovery: Resources for managers toolkit

This resource pack has been designed for people who would like to use a coaching style approach. It provides practical ideas and suggestions on how to encourage and facilitate supportive conversations.

I-Resilience Report

i-resilience provides a comprehensive understanding of personal resilience and gives examples of how this could impact on users responses to demanding work situations. The personal i-resilience report allows users to build on existing areas of strength, and also allows them to manage any potential areas of risk. The i-resilience portal then allows users to develop their resilience in line with the results of their report.

Comes with online resources designed to help you learn more about your resilience, your personal wellbeing, and how you can be happier and healthier at work.

This online resource is free for both individuals and organisations.

Please note to acess this resource you will need to sign up a member of their online community.

Learning to Lead Toolkit

A tiered approach to developing clinical leaders in postgraduate medical training.

This toolkit is designed to help trainees to develop competencies to prepare them for life as a senior doctor. It supports the need for practical experience in leadership and management during training and seeks to put theory into practice. The toolkit is flexible, meaning it can be used in its entirety, or to complement existing leadership or management training programmes. It is designed not just to be a point reference but to come together as a portfolio of work over the course of a speciality training programme.