8/17/2016

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MTSHRM – Building Up Your Bench

Jared Klein – SHRM-SCPDirector, Organizational DevelopmentHCA - TriStar Division

8/19/2016

Hospital Corporation of America (HCA)

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HCA TriStar Division

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Leadership Structure

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CEO

CFO COO CNO

VP/Director

Manager

Coordinator

VP/Director

Manager

Coordinator

VP/Director

Manager

Coordinator/Charge RN

TriStar Centennial Medical Center3,000 Employees

Good People Beget Good People…

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HCA’s Performance Excellence Process

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Talent Review Objectives

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The objectives of our Talent Review Meetings are as follows:

• Increase emphasis on future role identification and readiness to support pipeline development at both the “O” and director levels

• Improve calibration/discussion of future roles to strengthen pipeline planning and individual development

• Better align development planning with pipeline and risk (IDPs, exposure, education, experience)

• Fully utilize talent review to inform development programing selection

• Include talent as part of strategic planning for 2016-2017

HCA’s 9 Box Tool

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Low Performer Solid Performer High Performer

Talent Review Process

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• TriStar calibrates the following positions during our hospital sessions: o O’s, (CEO, CFO, COO, CNO)o VP’s/Directorso All Managers & Supervisors

• Those individuals at all levels who were placed in 6-High Performer, 8-Rising Star 9-Star were identified as someone needing a career conversation and an individual development plan (IDP)

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Potential, Flight Risk & Future Roles

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Potential - A high potential employee is defined as someone who is capable of rising to and succeeding at a more senior, critical role. An employee’s potential is defined in terms of their personal aspiration, functional ability, and engagement.

Flight risk - Refers to the degree to which a top-performing leader or employee appears ready to leave current employment, presumably for a better opportunity elsewhere.

Readiness For Future Roles - The amount of time that is estimated for a successor to develop from their current position to their next position. The timeframes are as follows A – Immediate; B – Within 1 year; C – 1-2 years; D – 2-3 years; E - > 3 years

Future Roles & Development Planning

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FUTURE ROLES• After placing an employee in the “9-Box”

there is a need to identify future roles for those employees placed in the “6,8,9” boxes.

DEVELOPMENT PLAN ELEMENTS • Identification of how development

solutions fit into employees larger career plans (the “WIFM”).

• Schedule for checking in on development plan progress

• Accountability for managers and employees who are not actively engaged in development planning

• Development processes include a blend of activities (3 E’s Education, Experience, Exposure) to ensure development in HCA LEADS competencies

Ensure discussion occurs with your HR team regarding actions for those who have been identified as underperforming afterthe talent review meeting

Pipeline Development

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9 Box Label Grand Total

2 - Effective Performer 3

3 - Subject Matter Expert 8

4 - Inconsistent Performer 3

5 - Solid Performer 7

6 - High Performer 7

7 - Right Role? 1

8 - Rising Star 12

9 - Star 9

Flight Risk Grand Total

High: 1 - 2 years 2

High: 2 - 3 years 6

High: Immediate 3

High: within 1 year 4

Low 27

Medium: 1-2 years 3

Medium: 2-3 years 4

Medium: within 1 year 1

CEO, CNO, CFO, CMO, COO

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Pipeline Development

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9 Box Label Grand Total

0 - Too Soon To Tell 53

1 - At Risk 21

2 - Effective Performer 98

3 - Subject Matter Expert 125

4 - Inconsistent Performer 36

5 -Solid Potential 138

6 - High Performer 85

7 - Right Role 3

8 - Rising Star 61

9 - Star 62

Flight Risk Grand Total

High: 1 - 2 years 26

High: 2 - 3 years 24

High: Immediate 15

High: within 1 year 14

Low 271

Medium : Immediate 3

Medium: >3 years 4

Medium: 1-2 years 59

VP, Director, Manager, Supervisor, Coordinator

Pipeline Development - Example

• CEO, CNO, COO, CFO (9 Box Placement)

– 28 High Performing/High Potential

– 18 Solid/Effective Performers

– 4 Not Performing or Not in Right Role

• CEO, CNO, COO, CFO (Flight Risk)

– 15 High Flight Risk

– 8 Medium Flight Risk

– 27 Low Flight Risk

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Pipeline Development

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Develop –• 28 High Performers/High Potentials for Future Role

(Individual Development Plans and Hi-Po Programs)• 18 Solid/Effective Performers in current role

(General Leadership Development)

Decide –• 4 Not Performing in their current role

(Move Up or Out of Current Role)

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Mindsets Toward Career Development

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Career Map Enshrined on Paper

Career Map Created Along The Way

Structured Career Development

Organic Career Development

Organization Owns Careers

Employees Own Their Careers

Career Development is Driven From Systems

and Processes

Career Development is Based On Meaningful

Conversations

Traditional Flexible

*Taken From September 2015 Talent Development Magazine

Career Conversations/Development Planning

EXPERIENCE ACTIVITIES

EXPOSURE ACTIVITIESEDUCATION ACTIVITIES

• E-Learning• Instructor Led Courses• Leadership Development

Programs• Professional Conferences• Continuing Education

• Developing Peer Network• Seek Feedback from others• Identify and work with

mentor• Job Shadowing

• On-The-Job Task• Special Assignments• Cross-functional Projects• Mentor or coach someone• Delivering Presentations

To Do’s• Supervisors - Complete career conversations and individual development plans

with your top talent within 90 days of talent review meeting• HRVP’s – Send back development planning excel spreadsheet to L&OD within 120

days of talent review meeting• Top Talent – Enter individual development activities into TMS/IDP Template

High P0 - Development Programs

• Executive Development Program – 5 Candidates currently in program (3 CNO, 1 CFO, 1 COO)

• Director Development Program – 4 candidates currently in program (3 ED, 1 SS)

• Leadership Academy (Managers/Directors) – 60 participants currently in program (150 total graduates)

• Emerging Leaders (1st Time Leaders) – 25 participants (Beginning in 2017)

• Quality Director Program – 3 participants currently in program

• Nurse Residency Program – 250-400 new nurses into our hospitals (beginning this year)

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General Leadership Development

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Crucial Conversations Crucial AccountabilityInfluencer

(Leading Change)

Discovering The

Leader In YouPeer Interviewing Coaching For Excellence

Charge Nurse Leadership Certificate

Leading

Change

Coaching for

Excellence

Charge Nurse

Fundamentals

Supervisory

Skills

Patient

Experience &

Rounding @ HCA

The Charge Nurse Leadership

Certificate builds the foundation for effective leadership by

focusing on:

• Knowing the business• Understanding ones own

leadership strengths and

development opportunities

• Successfully leading a team

which provides exceptional patient care

Results:

• Consistent approaches to operating the business

• Leadership skills that have an

impact on business results

• Common language across HCA Charge Nurses

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4

4

Understanding

Productivity &

Business Acumen

Critical

Thinking

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Crucial

Conversations

for CN

Virtual –

HCA Vitals

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4

4

4

4

Total

Hours

32.5

StrategicLeadership

(From Vision to Action)

Team Leadership

(From Self-management to Results through Others)

HCA Strategy, Culture, and Values

Personal Leadership

(From Self Awareness to Model Leader)

OperationalLeadership

(From Ideas to Execution)

HCA Leadership Framework

HCA’s Leadership Institute is about building leaders

who embrace our culture, grow our business and

lead the industry.

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Dimension Competency Description

Personal

Leadership

Honoring our Mission and Values Builds trust and acts with authenticity to cultivate a culture of integrity, inclusion, and mutual respect.

Communicating with ImpactDelivers information in a clear, concise, and compelling manner to effectively engage others and achieve desired results.

Team

Leadership

Attaining and Leveraging Strategic

Relationships

Develops and strengthens collaborative relationships with both internal and external stakeholders to advance the care of our patients and the growth of HCA.

Leading and Developing OthersLeads others to accomplish organizational goals and objectives; provides meaningful coaching and mentoring to increase the capabilities of individuals and teams and drive employee engagement.

Strategic

Leadership

Effective Decision Making Makes timely, informed decisions that are in the best interest of our patients, employees, providers, community and HCA.

Achieving Success through ChangeIdentifies opportunities for improvement and innovation, removes barriers and resistance, and enables desired behaviors.

Operational

Leadership

Driving Execution and Financial ResultsCommits to the success and financial wellbeing of HCA by challenging others to excel and holding themselves and others accountable for achieving results.

Service and Quality ExcellenceDemonstrates an uncompromising commitment to delivering exceptional care to create an unmatched value proposition for our patients.

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HCACOMPETENCY FRAMEWORK

L E A D S

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- Executive Support

- Start Small

- Build Pipelines for Key Roles

Key Takeaways