create a world class “learning organization”
DESCRIPTION
TRANSCRIPT
Objective
Find, educate and engage your talent
Have some “fun”
Entice you to think
Donna Powers , RN, MPADonna Powers , RN, MPASix Sigma Master Black BeltSix Sigma Master Black [email protected]@nshs.edu
15 hospitals 2 specialty care hospitals 3 long-term care facilities 3 trauma centers 5 home health agencies 6,066 beds 38,000 employees 8,000 physicians
SuffolkNassauQueens
Kings StatenIsland
represents 3 Hospitals (Long Island Jewish/Schneider/Zucker Hillside)
1,250 residents and fellows 1,300 medical students 10,500 nurses 190,000 inpatients treated 112,000 ambulatory surgeries 22,000 babies delivered 685,000 home health visits
North Shore – LIJ Health SystemNorth Shore – LIJ Health SystemNation’s third largest, non-profit, secular healthcare system
THE QUESTION BECOMES..….THE QUESTION BECOMES..….
• The organizational environment is constantly changing
• How do we become aligned with the new environment?
• What are the Human Capital requirements essential for organizational success?
“The organizations that will truly excel in the future will be those that discover how to tap into people’s commitment and capacity to learn at all levels of an organization.”
(P. Senge 1990)
NSLIJ’s ANSWER…NSLIJ’s ANSWER…
Create a World Class
“Learning Organization”
Center for Learning and InnovationCenter for Learning and Innovation
LearningLearningInitiativesInitiatives
OperationalOperationalPerformancePerformance
SolutionsSolutions
NursingNursingInstituteInstitute
ScholarScholarPipelinePipeline
InnovativeInnovativeSolutionsSolutions
Foundations
Enrichment
Core Management
Leadership/ExecutiveEducation
Clinical ExecutiveEducation
Service Excellence
(emp./pt/MD)
OrganizationalDevelopment
LeadershipDevelopment
Change Facilitators(CAP, FTD)
Black BeltGreen Belt
Lean Leader
Lean/Six Sigma
Deployment
System-wideOPS
Education
Education
SimulationLabs
Situational Modeling
Research
Education &Workforce
Development
NursingEmpowerment
StudentAchievement
JuniorAchievement
Internships
AdministrativeResidency &Fellowship
Coaching &Mentoring
Baldrige Process
Retention &Recruitment
CorporateCorporatePartnershipsPartnerships
Technical Technical EducationEducation
EEG Technician
Perfusionist
Sterilization
UniversityUniversityAffiliationsAffiliations
NCHL Ritz Carlton
Harvard
Hofstra
NYU CornellCase Western
Reserve
RespiratoryTechnician
Labor/ManagementPartnership
PhysicianPhysicianLeadershipLeadership
InstituteInstitute
PhysicianOrientation
PhysiciansResourceNetwork
Office ManagerProgram
LeadershipCertificateProgram
ComputerCourses Nurse
Fellowships
Patient SafetyPatient SafetyInstituteInstitute
Farmingdale
General Electric
• Emphasizes increased adaptability to the accelerating pace of change that is occurring
LEARNING ORGANIZATION…LEARNING ORGANIZATION…
THE THE POWERPOWER OF LEARNING OF LEARNING
• Internally driven by learner
• Drives cultural change
• Aligns employee behavior with organizational goals and objectives
• Assumes a rapidly changing environment
Training
IT’SIT’S ALLALL ABOUT THE LEARNERABOUT THE LEARNER
Vision
Create the next generation of leaders in healthcare
Drive the success of the organization through the optimization of its people
The right people, in the right place,
with the right results, the right way
Making it Happen
• Recognize the responsibility of leadership is to develop future leaders
• Create a formal, structured process to hardwire leadership development
• Reinforce the process by linking performance, development, and succession
• Develop current leaders so they can develop future leaders
Phases of Leadership Succession Plan
IDENTIFYIdentify “high potentials”
through Executive Directors and Site HR
SELECTUse formal selection criteria to review high
potentials list
ASSESSAssess potentials with tools
such as 360° feedback, MBTI, emotional
intelligence tool and team interview
DEVELOPDevelop high potentials
through education, special projects and various leadership
programs
Future Leadership
Role
Criteria for Identifying High Potentials
Proven top player Role model for values Delivers on the following:
o Qualityo Patient Experience o Financial Performance
Ability to execute In managerial or high influence
role Being groomed for key position Scheduled for mentoring Considered for movement in 1-2
years Listed as a potential successor for
one or more positions in the health system
Proven strong performer Working at any level in the
organization Strong demonstration of values Role model for service excellence
and the patient experience May be considered for movement
in the next 2-3 years, or may be used to lead or educate others
Operational Leaders Emerging / Team Leaders