Osakidetza

Osakidetza had to be capable of supporting its professionals in order to continue to deliver the best service in this new setting.

• It was decided to go beyond the usual training dynamics generalized by profiles. A strategic objective was established of discovering the potential of each of the team members, acquiring more in-depth knowledge and skills in order to offer them individualized support with their personal and professional development.
• It was essential to determine the level of knowledge and experience provided by each professional, but it was also crucial to undertake an in-depth analysis of this starting point in order to discover the potential that each person could develop.

The project forms part of an ambitious initiative whose objective is to strategically transform Osakidetza in order to deliver a better service to the citizens through the development of the talent of its professionals and their greater empowerment. This is a complex commitment never previously undertaken by any healthcare institution in Spain.

• In a sector characterized by the endless profiles involved in its operation, the high turnover of its professionals and in which there is constant formal and informal continuing education, the volume of variables to be analyzed in order to perform an initial diagnosis was almost infinite.
• It was necessary to change the perception of the true utility of the training initiatives among basic professionals and their managers, above all the generalized sensation.

Osakidetza organized an innovative strategic talent management and development proposal whose starting point was the model of training pathways. Right from its initial phases, the project included the active participation of the professionals from the different centres, collaborative work which represented a true change in talent management for the organization.

• Parallel to the creation of the first pathway, that of Nursing, a personalized inventory was performed of the formal and informal knowledge that each professional from this group brought. Once this information had been systematized, the data on the “current” learning of each professional were crossed with the proposal of the training pathway, thus shaping a completely personalized training route.
• Following the design of the model and of the pathway, a specific computer tool was developed which has made it possible to make the crossing of the information scalable to all of the more than 25,800 professionals of the institution.
   

• The ability to offer each professional a customized development plan represents a true change in the management of people and their knowledge. At present, Osakidetza promotes the existing talent and detects which new skills need to be developed, anticipating the new scenarios that it will have to face.
• For the first time, it has been possible to give value to the knowledge acquired by each professional through contact with their colleagues and with the patients. This change of perspective has given rise to a new level of commitment in the teams.
• The initiative has also made it possible to design new management proposals for the operational units. On having the maximum amount of information about the real skills of the team, it is possible to give the patient a better service.