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

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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

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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

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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

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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.

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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

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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

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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.

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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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