Talent Grooming Programme (TGP) for Technical Healthcare Professionals
As we all know, for an organisation to be successful it needs to harness and develop its talents for continual growth and renewal. This is particularly so in the healthcare sector which requires strong leadership to manage the ever-challenging and dynamic environment that we face presently and in the future.
Talent management is a process of attracting the best people through recruitment and grooming them to be successors. They will be equipped with various skills to meet current and future needs. Most literatures list five primary areas of talent management strategies – attracting, selecting, engaging, developing and retaining. As talent management goes hand-in-hand with leadership development, using a consistent talent management programme to develop effective leadership at all levels within an organisation will certainly benefit an organisation in the long run.
What started off as just an idea back in mid-2013, TGP was developed in response to the need for the Ministry of Health to develop its own systematic and specialised programme for succession planning and developing good healthcare leaders of the future. Prior to this, succession planning can be a troublesome exercise even though there was informal coaching done at various levels through various methods. Therefore through TGP’s framework, the ministry will be able to identify, nurture and harness the leadership potential among our very own technical healthcare professionals, in a more integrated approach than can be carried out at all levels of MOH. The ultimate aim is to improve the health system performance and the health status of the population through effective healthcare leadership.
TGP recruitment is done in batches, and thus far we have identified 16 talents through the first cohort in 2014, followed by 19 talents through the second cohort in 2015. These talents are from the various professions representing the various technical programmes in MOH. An assigned facilitator guides each talent, whom then undergoes continuous formal training in “Leadership and Governance” which is done either in the Institute for Health Management and/or the private sector, whilst continuous informal training by each programme is done through attachments and on the job training. Each talent also needs to conduct a research project related to their area of interest and priority areas within their programmes. TGP only provides a platform for these talents to develop their skills, and does not promise or guarantee a higher post or title for the talents upon completion of training.
Moving forwards, there will be more future collaborations with the private sector and international parties to further enhance and enrich our TGP. This includes leadership programme collaborations with the Royal College of Physicians London, National University of Singapore (NUS Initiative to Improve Health in Asia – NIHA Leadership Development Program) and fellowship on ‘Healthcare Leadership and Governance’ through G-G partnership. At the same time, there are also invitations for Public Forums at the National Level handled by Razak School of Government and INTAN Bukit Kiara. We took the opportunity to send and expose the talents to these Public Forums. We will continue with our TGP Inspirational Leadership Podium series, which will be held every quarter of the year to provide opportunities for engagement between distinguished public figures, talents and technical officers.
“ Who is the Servant-Leader? The servant leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve – after leadership is established. The leader-first and the servant-first are two extreme types. Between them are shadings and blends that are part of the infinite variety of human nature.”
“Servant Leadership, a Journey into the Nature of Legitimate Power and Greatness”
by Robert K.Greenleaf
The servant-first leader ensures other people’s highest priority needs are being served. The best test is to look at is whether those served grow as a person; in terms of health, wisdom, freedom, autonomy and the likelihood of themselves becoming a servant.
It is truly hoped that our young future leaders use this unique and privileged opportunity to gain experience and wisdom as much as possible from their mentors and role models. They must embody the servant-leadership, and bring the Malaysian healthcare to greater heights with integrity, transparency, humility and true professionalism.