sally schmall, msw president, academy coaching enhancing individual and organizational performance...
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Succession Planning: Building Leadership Capacity in Your Medical Transport Program
Sally Schmall, MSWPresident, Academy Coaching
Enhancing individual and organizational performance through career coaching, leadership development and customized training
1
About Me
EmergencyDepartmen
t1993 - 2003
Faculty – SSW Health Managemen
t2000 - Present
UM Career Coach
Faculty in STEM
2000-2004
Director of Faculty
Recruitment2004-2008
Academy Coaching
2008 - Present
2
Shake Up - Leadership Structure
Economic Recovery
Health Care Reform
Impending Retirements of the Baby Boomer Generation Manager/Director of our program meets eligibility
requirements for retirement▪ 77% yes 22% no
How many nurses are over the age of 50 and/or eligible for retirement?▪ 33% of programs have greater then 50%▪ 33% of programs have more then 30%▪ 33% of programs have more then 20%▪ 1% N/A
3
Succession Plan in Place? 22.2% yes and 77.7% no Advantages?
Ensure business continuity and stability of program mission & values
Create stability by developing a deep leadership bench Avoid ups/downs associated with losing dynamic individuals Knowing who will step up and prepare them in advance Clarify key positions and criteria required to fill them Provide a value proposition to motivate and retain talent Smoother transition for future scheduling and new hire
orientation Decrease in OT
4
Succession Planning Mistakes
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Succession Planning Mistakes There is no formal succession planning in place, and if you
do, it is not considered a strategic priority.
The succession plan covers only the Manager / Executives.
Your program evaluates internal candidates using tenure and experience verses proven talent.
Your program treats succession planning as a static event as opposed to an ongoing process.
6
The “Stages” of Succession Planning
Agreement of “shared ownership” and “sense of urgency” of the succession plan
What is your elevator speech for succession planning?
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The “Stages” of Succession Planning
Develop a guiding coalition Commitment to developing a succession
plan tailored to unique institutional needs
Committed to creating a “succession culture”
Create a mission statement which describes the purpose of the succession planning system, who it will serve and the desired outcomes and timeline
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Sample Succession Statement Succession planning will ensure BEST MEDICAL TRANSPORT
PROGRAM (BMTP) develops and retains employees necessary to accomplish the goals identified in the institution’s strategic plan.
(BMTP) succession plan will incorporate best practices of succession planning while considering the unique environment of (BMTP) and be completed by FY2014.
The succession plan will provide ease of transition in
filling anticipated organizational human resource needs.
Succession planning is a transparent, inclusive process.
Succession planning is supported by and supports other strategies of (BMTP) including the strategic plan, employee relations, recruitment, learning and development, and risk management.
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The “Stages” of Succession Planning
Systematic process of developing key leadership position requirements
Succession competency profiles in behavioral terms of the leadership capacities, skills, personal qualities required in given positions
Assess performance and potential Develop plans that will prepare
candidates for future institutional / program demands
Hire for performance10
The “Stages” of Succession Planning
Challenging work assignments
Customized training
Leadership development coaching
Continued access to resources
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Case Example - UM
47% leadership positions in B&F eligible for retirement in 2014
25% actively seeking information on retirement planning
No succession plan in place Impending EEOC audit
Succession planning is supported by and supports other strategies including the strategic plan, employee relations, recruitment, learning and development, and risk management. 12
Cost of Hiring
The cost of a good hire
The cost of a bad hire
The intangible costs
The cost of an EEOC audit
13
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“Hiring the right people, at the right time, for the right positions”.
Improving the Search Process as a Means of Succession Planning
Make hiring process structured Educate search committee (s) about;
Code of Ethics Creating legally defensible interviews Committee roles & responsibilities Overview of competency based hiring process Overview of diversity goals
Develop competency based position descriptions Design interview questions to be competency
based and performance focused Candidate ranking of competencies on a
standardized scale15
What is a core competency?
“ A cluster of related knowledge, skills and attitudes that affects a major part of one’s job, that correlates with performance on the job, that can be measured against well accepted standards, and can be improved via training and development”. 16
What is a core competency model?
Clear description of how you want all levels of professional staff / faculty members to perform in your institution
Identify top 5 – 8 key competencies that drive your institution’s success
Unifying framework for all organizational practices 17
Advancing the Mission, Building Relationships, Communication, Creative Problem Solving, Development of Self and Others, Flexibility, Achievement Orientation, Quality Service
Case Example - UM
Defined the competency model Applied the competency levels to
leadership and specific labor market titles Trained all hiring managers and staff in
UHR and B&F Developed coaching tools, videos, hiring
guides, performance evaluations on intranet
Using the tools with all levels of employees
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Applying a Model Across the Talent Management Spectrum
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Core Competency Model
Recruiting and
Selection
Performance
Management
Training
Succession
Planning
Benefits of Implementing Competencies Into the Search and Succession Process
Competencies encourage a fairer and more accurate method of assessment.
Competency behavioral based interviewing (CBBI) increases compliance with regulatory standards.
Recruitment is a two-way relationship.
Via competency based performance profiles, the candidate is likely to seek the position that matches their level of competencies.
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Implementing Competencies into the Search and Succession Process
Develop competency based position descriptions
Educate search committee Design interview questions to be
competency based and performance focused
Rate candidates competencies using a standardized scale
Make hiring recommendations based on clear evidence of demonstrated competencies
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Competency Based Position Description (Performance Profile)
Position Information: Official position title, as well as department position title, department name, title of the position to which this job reports, title of jobs supervised
Scope: providing information about the positions financial, supervisory, and / or clinical responsibilities as well as how this position is expected to help achieve key strategic objectives
Key Responsibilities: Essential tasks and responsibilities and desired outcomes
Relevant competencies: Identify the skills, knowledge, behaviors & motivation necessary to be successful in the position
Qualifications and desired outcomes: Education, license/certification and experience and related application
Program overview: Mission, culture and values22
Creating Competency Based Position Descriptions
What duties, tasks, and responsibilities are involved in this position?” has become “What competencies are required to succeed in carrying out those duties and responsibilities the position, in this department, in this organization?”
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Demonstrators of Competencies
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RESPONSIBILITIES
COMPETENCIES
Desired Outcom
es
Demonstrators of Competencies Safe transport of the critically ill or
injured patient requires accurate assessment, analysis, diagnosis, outcome identification, planning, implementation of interventions, evaluation of response to treatment, and management of highly technical equipment in preparation for and during transport.
Competencies other then clinical? DOC
25
Air & Surface Transport Nurses Association (ASTNA) 2010
Demonstrators of Competencies Guides department(s) in mission, vision, and values.
- Operationalize the department goals in alignment with the Executive Director, and Director's, goals and strategies.- Financial responsibility for the labor and operations of the area.- Manages the hiring, orienting, and development of staff.- Conducts employee evaluations, coaching, and disciplinary processes to align employee performance and behaviors.- Clarifies and supports organizational policies and procedures.
- .
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Competencies (KSA)
Ability to perform the essential functions of the job as outlined above.
Demonstrated leadership skills in planning and directing employees and processes in order to effectively monitor and develop subordinates, to ensure the smooth operation of the department.
Knowledge of assigned department’s area of specialization in order to analyze, plan, and draw conclusions for recommendations to senior leadership.
27
Succession Planning
What competencies are needed to meet tomorrow’s challenges?
Clinical Roles
Management Roles
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Succession Planning
Do your employees have the competencies you identified?
Are your job descriptions/interviewing/recruiting on boarding and training practices designed to match those needs? Are you measuring performance and outcomes?
How is knowledge transferred?29
Succession Planning
How has your role / position evolved over time?
Define 3 key future requirements and competencies for your position.
Assess your own team. Look outside of your team - “virtual
bench”.Adopt a mindset of succession
development.Share your succession plan with your
boss. 30
“Successful transition is the last act of a great leader.” “Successful transition is the last act of a great leader.”
- Peter Drucker
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