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Leading Practices in Talent Management and Succession Planning
Ninfa Saunders, RN, MSN, MBA PhD Executive VP & COO, Health Services
Annmarie Horan, SPHR Assistant Vice President, Talent Management
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We are located in a highly competitive Philadelphia, Pennsylvania metropolitan area
We serve three counties in Southern New Jersey (Burlington, Camden & Gloucester)
Dominant provider in SJ: 29% of the market
1.25 million financially and ethnically diverse households
Over 8,000 employees
1,800 Voluntary Medical Staff
More than 135 Employed Physicians
About Virtua
3
About VirtuaAcute Care
Four hospitals (975 licensed beds)
Post-acute CareTwo Home Care agenciesTwo rehabilitation centers
Sub acute and residential long term care
Ambulatory and Outpatient ServicesDelivered at four hospitals and multiple ambulatory settingsFour Joint VenturesFitness CenterEmerging Occupational Health/Immediate Care and Retail ClinicsEmerging Retail Strategy (Med SPA) and Wellness
Emergency ServicesDelivered at four hospitalsSatellite EDMobile intensive care services
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Virtua’s Journey to Prominence
Top Performer - Operating MarginGovernors Award for Quality#1 Best Place to Work
Philadelphia Business JournalJoint Commission RecognitionTop 2%tile in Employee SatisfactionImproving Patient Satisfaction ScoresOn the Baldrige Journey
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Virtua 2009 – Employee Satisfaction & Engagement
6
Virtua’s Journey from Average to Excellence…
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What to do?
What do we want to differentiate?
How do we want to differentiate?
How will we know we are more than AVERAGE?
How will we reward the differentiated performance?
How will we sustain it – how will we know we are BUILT TO LAST?
It all started with the STAR!
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Excellent service
Best people
Caring culture
Highest clinical quality
Resourcestewardship
Outstanding Patient
Experience
StrategyStrategy
Mission and
Mission and
ValuesValues
Performance
Performance
The VirtuaThe Virtua
9
How will we know we are How will we know we are not AVERAGE?not AVERAGE?
Metrics around the points of the STARBest People – Overall Job Satisfaction
Service Excellence/Caring Culture – Patient Satisfaction – Inpatient, Ambulatory & Emergency
Clinical Quality & Safety – Annual Quality/Safety indicators
Resources Stewardship – Financial Goals
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Goals Cascading Process
Integral to deployment of strategy
Guided by Mission, Vision, Values, and Strategic Imperatives
Global goals are developed then deployed throughout the various organizational levels
At each level individuals are held accountable to goals and performance targets
Fully aligns measures and goals top-to-bottom
Initiates the ‘action plan’discussions which fully integrate goals
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Annual STAR Launch
G&O review & signoff
Management Meeting (QMM)
QMM Meeting & celebration Best People & G&O Q3
QMM Nov. 10Annual Service Awards Nov. 4
POE Growth PlaybookBudget Process
Best People Review
QMM
January 20
February 26April 27
May 26, 27
June 3
September
August 18, 19
July 29
November17, 18
December 8October 26, 27
Outstanding Patient Experience
Stewardship
Patient Safety
Best PeopleCaring CultureClinical
March 10, 24
Virtua Values
1st Quarter 2nd Quarter
3rd Quarter4th Quarter
Virtua STAR Calendar 2010
Resource
Service Excellence
Quality &
January 26, 27Feb 23, 24
2011 Star Launch10 G&O 4th Q.
SuperSTAR Awards
G&O Review 1st Q
G&O Review 2nd Q.
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Virtua’s Leadership System
Community/BOT
EmployeesPhysiciansPa
rtner
s
Set Direction, Metrics & Plan
VisionMission
Analyze & AdjustAnalyze & AdjustAlign
&Cascade
Execute &
Measure
By Engaging, Motivating, Inspiring
By Empowering andMobilizing CommitmentBy Driving
Passion and Accountability
By ImprovingandInnovating
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Virtua’s Best People Review
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What is the Best People Review (BPR)?
A systematic process that differentiates and rewards individuals based on a consistent measurement of Values and Performance and provides ongoing opportunities and growth.
15
What tools are utilized in the Best People Evaluation?
Virtua Values Guideline
Talent Matrix
Vitality Curve
Best People Review Form
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Values Drive Behavior at Virtua
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Virtua Values Guideline Behavioral Descriptors
Value Behavioral Demonstration and Values Rating Definition
Red
Not Consistently living Virtua’s Values /Needs Improvement
Green
Reliably Demonstrates Virtua Values
Virtua Blue
Exceeds Standard/Role Model *consistently meets standards
as defined in the Green category plus:
Integrity
To adhere to the Code of Conduct
set forth by Virtua and
demonstrate Confidentiality, Trustworthiness and a display of
Ethics.
• Does not adhere to confidentiality standards; requires ongoing guidance, education, and/or prompting to ensure confidentiality is maintained.
• Demonstrates unprofessional
behavior and/or a negative attitude towards clients, colleagues, and/or general work duties.
• Does not keep commitments or
does so only with ongoing prompting and coaching.
• Does not adhere to Virtua’s
policies and procedures.
• Did not adhere to Virtua’s ethical standards on at least one occasion.
• Demonstrates respect for confidentiality.
• Acts in an honest and truthful
manner when interacting with patients, employees, co-workers, physicians and the community.
• Adheres to Virtua’s ethical
standards; seeks appropriate guidance when necessary.
Acts as a role model/mentor by:
• Independently addressing confidentiality violations.
• Creating an environment
where people are encouraged to bring compliance issues forward.
• Inspiring and teaching
others to honor commitments.
• Mentoring others to walk
the talk and align actions/behaviors with words.
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Talent Matrix: Combines the measures of Values and Performance
Note: All Managers must be placed in one of these 9 Blocks.
PERFORMANCE
Exceeds Standards/Role
Model
Reliably Demonstrates Virtua Values
Does Not Consistently
Demonstrate the Virtua Values
HighPerformer(Exceeds Expectations)
Promote/Expand
Coach –Values
Values Improvement
Needed
MiddlePerformer(Meets Expectations)
Coach –Performance
Coach –Perf & Values
Values Improvement
Needed- Coach Performance
LowPerformer(Does Not Meet Expectations)
PerformanceImprovement
Needed
Performance Improvement
Needed – Coach Values
Fails to Meet Performance &
Values
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“Valued Contributor”
“Top Talent”
“Needs Improvement”
No more than 30% 5 - 10%
Differentiated Performance Key to Driving Results
Driving Performance: The Vitality Curve
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Best People Ratings
Top Talent (no more than 30%)
Valued Contributor (60-65%)
Needs Improvement (no less than 5%)
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Sally PeopleBest People ReviewEmployee Information
1)Name: Sally People
2)Title: Nursing Director
3)Job Code: 9850
4)Department: ABC
5)Reports To: Administrative Director – J. Doe
6)Location: Corporate
7)Employee ID: 12345
8)Date of Hire: 8/79
9)Start Date of current position: 9/04
Increased by 11%8% under budget
Increase procedures by 10% Budget under by 5%
5)Resource Stewardship:
80%Improve Supervisory Consideration score - 79% 4)Best People:
3)Excellent Service:
Outpatient 75%Patient Satisfaction:Outpatient 91%
2)Caring Culture
96%Inpatient screening for Depression Program95%
1)Clinical Quality & Patient Safety
YEAR END PERFORMANCETARGETS
(Please shade ENTIRE block to the color matching year end performance = Green/Red )
Performance Data
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Significant Accomplishments/AchievementsDescribe significant accomplishments/achievements during the last twelve months. • Initiated co-pay cash, check and credit card payment process (average collection now $11,000/mo)• Education of front desk with PBS, VPA and coding seminar • Audit quarterly for accurate registration and billing (04/04 -30% accurate, 12/04 96% accurate)• Initiated Service Request Form for accurate appointment and referral collection information• Participated in Workout and Physician Coding Seminar• Enhanced waiting area for customer satisfaction• Initiated patient survey and added to quality dashboard • Revised record keeping process• Incorporated insurance tools for accurate referrals, pre-certifications and authorizations
Evaluation of Performance Against Job Expectations
Provide a clear statement of Overall Job Performance against Job expectation:Successfully completed two stretch assignments this year that were over and above the expectations of current role. Actively participated on six sigma project and facilitated one work out. Shows devotion to her work, the success of the organization and everyone she works with by helping others without being asked.
2005 Performance against Job Expectation: xExceeds Expectations □Meets Expectations □Needs Improvement □Does Not Meet
Strengths Development Needs
Able to communicate with other in a kind, constructive and effective manner
Develop direct reports
Detail oriented Delegation of duties
Finances- budget management Continue education
Multi-task well
Executes quickly and completely
Sally People
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Developmental Progress
Highlight progress towards last year’s self-development goals:
•Completed Green Training and lead a project•Successfully completed Dale Carnegie course and utilized skills learned when delivering presentations to my work group.
•Enrolled in the MBA program offered through Virtua
Sally People
Education & Certification1)Completed Education:(Institution(s), Degree Type(s), Major(s), Year Completed)
•Diploma in Nursing, Thomas Jefferson- completed 12/77•Bachelor of Science in Health Administration, Lamar University-completed 5/03
2) College/Graduate Coursework in Progress:(Institution, Start Date, Credits Earned, Degree, Completion Dt.)
•Rutgers University (3/05 – present)•Completed two courses towards MBA•Anticipated completion date - 2007
3) Significant Certifications:(Certification Date, Association, Expiration Date)
•AWHONN member
4) Six Sigma Training:(Type of Training, Certification Date)
•Green Belt Training (Completed 6/05)•Yellow Belt•Certified STAR Coach
5) Six Sigma Workouts/Project Participation:(Project Name, Date, Short Description of Contribution)
•Lead Green Belt Project – 9/05
Outside Activities and Community Service (during current performance period)
•March of Dimes•Parish Nursing Committee of Burlington County
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Sally PeopleValues Grid (use colors and numbers)
Green is Exceeds Expectations; Yellow is Meets Expectations; Red is Below Expectations
Integrity Respect Caring Excellence Commitment Teamwork
Examples of Green Values and Red Values in Practice:
Virtua realized increased revenue through Sally’s efforts to share and implement best practice in the units across the Virtua System Salary expense savings were created by her ability to “do it all”…
PreviousBP Rating
CurrentBP Rating
TT □VC □NI □
TT □VC □NI □
TALENTMATRIX
Exceeds Standards/Role
Model
Reliably Demonstrates Virtua Values
Not Consistently Living the Virtua
Values
High Performer(Exceeds
Expectations)
Promote/Expand
X
Coach/Values
□
Values Improvement
Needed
□
Middle Performer
(Meets Expectations)
Coach-Performance
□
Coach Performance
& Values
□
Values Improvement
Needed-Coach Performance
□
Low Performer
(Does Not Meet Expectations)
Performance Improvement
Needed
□
Performance Improvement
Needed Coach Values
□
Fails to Meet Performance &
Values
□Next Logical Position at Virtua Health:Administrative Director
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Calibrating Performance & Values
Self Evaluation
Manager Evaluation
Cluster meetings (peer leaders calibrate performance and values)
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Cluster Groups
Cluster groups are determined by reporting relationships to the CEO, EVP and Chiefs
Cluster I: Managers level 6-10
Cluster II: Managers level 11-13
Cluster III: Managers level 14-16
Cluster IV: OMG & AVP’s
Cluster V: VP’s
Cluster VI: Chiefs
Titles included in each cluster group will be found on VINE
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Post Cluster Meeting
Performance ratings reviewed and finalized
Employee performance review discussion
Individual development plan created
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BPR Outcomes
Creates high performing organization through talent analysis, leadership development and coachingCreates a high performing culture of accountabilityStrategically aligned systems that result in the RIGHT people in the RIGHT jobs at the RIGHT timeDifferentiates and rewards performanceLeads to retention of top and solid performersElement of succession planningProvides clarity and direction to those needing improvement
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Recognition of Top Talent Performers
Traditional methods of employee recognitionOur Top Talent receive:
Enhanced tuition benefitsDonation made to a charity of their choiceParticipation in some of the Virtua’s high profile organizational initiativesFinancial incentives
Virtua recognizes our STAR achievers (individual and groups) in our internal and external marketing campaign Annually Virtua recognizes our STAR achievers at our Super Star Awards banquet
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Individual Development Plans
Connects BPR and development
Used to identify learning trends and drive our educational focus & offerings offered through Virtua University
Used to guide and drive accountability of the coaching process
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Culture of Coaching
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Coaching at Virtua Master coaches deployed to client groups/business unitsStrategically coach Top Talent, Valued Contributors & those Needing ImprovementIdentifies organizational talent and competencies Increases engagement and retention of high potential performersDrives performance by providing a dedicated focus on top talent Increases accountabilityIdentifies individual developmental needs and allows for tailored educational opportunitiesIncreases the skill set of the least effective or assists them in transitioning to an alternate roleLeads to succession planning
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Coaching at Virtua…
Next Steps
Development and implementation of an organizational coaching model
Expansion of coaching
Develop all managers to assure all have core coaching competencies
Develop skill levels as developmental path for leaders
Create a distinction between mentor vs. coach
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Results
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2009 Leadership Review
412 (72%)
122 (21%)40 (7%)
Top Talent Valued Contributor Needs Improvement
574 total participants
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2009 Movement of Top Talent
1% (2)
15% (21)1% (1)
83% (116)
Promoted/Stretched Terminated
Same Role Moved to Staff
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2009 Movement of Needs Improvement
Terminated (25)53%
Same Position (14)
30%
Transfer (8) 17%
Same Position Transfer Terminated
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2009 Patient Care BPR
(82) 6.06%
(1016) 75.09%
(252) 18.72%
Top Talent Valued Contributor Needs Improvement
1,350 total participants
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2009 Non-Union Staff Review
17%
78%
5%
4,359 total participants
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Employee Engagement Levels
Ambivalent, 46% (59% Norm; BIC Norm 58%)
Actively Disengaged, 8% (16% Norm; BIC
Norm 6%)
Actively Engaged, 45% (25% Norm; BIC Norm 36%)
Virtua’s Employee Engagement Levels
Levels of Engagement 2008 2009Actively Engaged 42 45Ambivalent 47 48Actively Disengaged 11 8
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Management Turnover2007 - 2009
The turnover rate for Top Talent has declined from 9.1% in 2007 to 1.3% in 2009. Value Contributor turnover rate has declined from 18% in 2007 to 5.6% in 2009.
T/O % T/O % T/O %Top Value Needs T/O %
Talent Contributor Improvement Overall2007 9.1% 18.0% 30.0% 16.3%2008 6.5% 12.9% 42.3% 12.7%2009 1.3% 5.6% 16.7% 4.9%
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Questions?
Copyright 2010 43
Next Leadership Webcasts
April 16th
Nursing and the Executive Team: Leadership for Quality and Patient SafetyMarie Sinioris, President and CEO, NCHL
May 21st
The Quest for Excellence – Atlanticare, 2009 Malcolm Baldrige National Quality Award WinnerRoseann Kobialka, Corporate Director Organizational DevelopmentJoan Brennan, Vice President of Quality and Performance Excellence
1:00‐2:00 p.m. EST, 12:00‐1:00 p.m. CST, 10:00‐11:00 a.m. PST
Copyright 2010 44
Upcoming Learning Lab: Leading Clinical Innovation and Excellence
Host Lucile Packard Children’s Hospital at Stanford University, Palo Alto, California
Date August 26 – 27, 2010
Presentation/ Discussion Focus
August 26: Building Pre‐eminent Clinical ServicesAugust 27: Infrastructure and Leadership
Who should attend Clinical leaders – CMOs, CNOs, etc.Operation leaders – COOs, quality leaders, etc.Leadership development executives – CHROs, CLOs, etc.
Copyright 2010 45
LENS Contact
Catherine Maji
Director, Leadership Collaborative
National Center for Healthcare Leadership
312.755.7070