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SUCCESSion PlanningAnneMarie Palatnik, DNP, RN, ACNS-BC

ONL-NJ November 8th, 2019

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I have no financial interests to disclose related to this presentation

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Agenda

• Significance of succession planning

• Donabedian’s Conceptual Framework

• Magnet

• Strategies to identify, engage, and develop future nurse leaders

• Competencies to transition from clinical nurse to nurse leader

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Significance of Succession Planning

• Aging workforce and the economy

• Healthcare landscape

• Retention rates

• Bench strength• Good clinical nurse good nurse leader

• The Quadruple Aim of Healthcare

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Conceptual Framework: Donabedian’sSystem Model

Structure

The role that the nurse leader practices in

Process

Identifying High Potentials 

IDP

Courses

Competencies

Mentor

Talent Review

Outcomes

↓ cost

↑ popula on health

↑ pa ent experience

↑ clinician experience

“Outcomes remain the ultimate validator of the effectiveness and quality of medical care…”  Avedis Donabedian

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Magnet: Transformational LeadershipThe CNO advocates for organizational support of ongoing leadership development for all nurses, with a focus on mentoring and succession planning.

TL6

Mentoring Plan/ Program for:• Clinical Nurses• Nurse Managers• AVPs• Nurse Directors• APRNs• CNO

TL7

Succession Planning for:• Nurse Managers• AVPs• Nurse Directors• APRNs• CNO

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Start Where You Are

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• Gap analysis• Existing leadership development and succession plan programs• Competency model

• Modify/ develop and implement programs and competencies

• Identify critical positions for succession planning• Turnover forecasting

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SUCCESSion Program Components

Identify High Potential/ 

Talent Review

Leadership Development Opportunities

Coaching and IDPs

Competencies

Mentoring

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Identifying High Potential Clinical Nurses

• Nine-box

• Engagement

• Patient recognition

• Staff recognition

• Self Identification

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Leadership Development Learning Opportunities• Communication and relationship management

• Professionalism

• Business skills and principles

• Knowledge of the healthcare environment

• Continuing education

• Academic education

• Certification

• Experiential learning

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Coaching and IDPs

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Name: Goal: Goal: Goal: Goal:

Action Items Action Items Action Items Action Items

Experiential Learning

Competency

Continuing Education

Academic Education

Certification

Mentor

Education Management Practice Research

Novice          Advanced Beginner          Competent          Proficient          Expert

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Competencies

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“The AONL Nurse Executive Competencies detail the skills knowledge and abilities that guide the practice of nurse leaders in executive practice regardless of their educational level, title or setting.”

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Mentoring

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Talent Review

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9 Box Definitions

LATENTS: Inexperienced in role; provide support

EMERGERS: High potential; focus on performance

STARS: Top performer; promote or expand/stretch

PERIPHERALS: Shows potential; focus on  performance

TRANSITIONALS: Solid contributor; focus on growth

CONTRIBUTORS: Strong performer; stretch where possible

DETRACTORS: Poor performer; limited potential; improve or transition

SETTLERS: Meets expectations; examine motivation

WORKERS: Well placed; keep engaged

PERFORMANCE (based on past 12 months)

POTE

NTIAL (based

 on lead

ership competen

cies)

Potential: exhibits leadership competencies  (e.g. change leader, courageous, applied reasoning, coach, drives execution, influencer, etc.)Performance: combines what has been accomplished in the past year (performance against goals)  and how it was accomplished (Virtua Star behaviors) 

DID NOT MEET GOALS/VALUES  MET GOALS/VALUES EXCEEDED GOALS/VALUES

LOW

MED

IUM

HIGH

9 Box: Successor Candidates

Business Leader Name(s):

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9 Box Definitions

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2019 Key Talent Moves

Hires

Name Role

Notes:

Promotions

Name Role

Notes:

Departures

Name Role

Note: % voluntary, involuntary, retirement, etc.

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2019 Talent Development OutcomesDevelopment Achievements Since Last Year

Name Role Outcomes from Development Actions

2019 Critical Roles & Successors

Business Leader: 

Last First Incumbent Status Succession Strategy Last First Title Department Readiness BPR Rating

Director, Cl inical  Practice Phill ips JoAnne NA (neither) Build talent internally Oniel Linda ANC Clinical  Learning Ready now Top Talent

AVP, Clinical  Learning Palatnik Annmarie FR (potential fl ight risk) Buy talent externally External

Director of Research Adm Stanley  Ji ll ian FR (potential fl ight risk) Buy talent externally External

Director of Cl inical Excellence Juliano Diane FR (potential fl ight risk) Build talent internally English Ji ll ANC Clinical  Learning Ready now Top Talent

Director of Professional Development anPolisky Susan FR (potential fl ight risk) Build talent internally Lynch Maggie ANC Clinical  Learning 1‐2 years Valued Contributor

0 0

0 0

Talent Review Critical Roles Successors

ROLESSuccessor CandidateIncumbent

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Linda O’Neil - ANC

Linda O’Neil ‐ ANC

Time in Role: 4.5 yearsYears of Service: 4.5 yearsTotal Years of Work Experience:Successor to: JoAnne Phillips

Key Strength Areas

• organization

• communication

• leadership 

• influencer 

Development Priorities:

• System awareness• knowledge of operations 

Talent Summary

Experience & Background

Previous Roles10/11‐10/14: Lourdes Health System

Wound Care Specialist

1998‐2010:  North Shore LIJ Health System Variety of roles

EducationAdelphi University, BSN & MSN

Performance

F’18: Top TalentF’17: Top TalentF’16: Top Talent

Retention Factors

Retention Risk (Low/High) low

Photo

Critical Role Successor

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Dr. Seuss

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Summary

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Identify High Potential/ 

Talent Review

Leadership Development Opportunities

Coaching and IDPs

Competencies

Mentoring

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ReferencesAmerican Organization of Nurse Executives (AONE). (2015). AONE Nurse Leader Competencies.

Retrieved from http://www.aone.org/resources/nurse-leader-competencies.shtml.

Berwick, D. M., Nolan, T. W., & Whittington, J. (2008). The triple aim: Care, health, and cost. Health Affairs, 27, 759-769.

Donabedian, A. (2005). Evaluating the quality of medical care. Milbank Quarterly, 83, 691-729.

Institute of Medicine. (1998). To err is human: Building a safer health system. Washington, DC: National Academies Press.

Institute of Medicine. (2001). Crossing the quality chasm. Washington, DC: National Academies Press.

Institute of Medicine. (2003a). Health professionals’ education: A bridge to quality. Washington, DC: National Academies Press.

Institute of Medicine. (2011). The future of nursing: Leading change, advancing health. Washington, DC: National Academies Press.

Retrieved from http://www.thefutureofnursing.org/IOM-Report

Ramseur, P., Fuchs, M., Edwards, P., Humphreys. (2018). The implementation of a structured nursing leadership development program for

succession planning in a health system. JONA, 48 (1), 25-30

Sikka, R., Morath, J. M., & Leape, L. (2015). The quadruple aim: Care, health, cost and meaning in work. BMJ Quality & Safety, 24,

608-610. doi:http://dbproxy.lasalle.edu:2101/10.1136/bmjqs-2015-004160

Seuss, Dr. (1990). Oh , the places you’ll go! New York: Random House.

Virtua Health (2018). Talent Review.

Webb, T., Jeffs, D., Diamond-Wells, T. (2017). Career Mapping for Professional Development and

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