Transcript NCAL Leadership Core Curriculum - David Paul Fabie

KP NCAL Leadership Curriculum
Regional Learning Strategy
David Fabie
Senior Learning Consultant
Northern CA Learning & Development
Executive Summary
Current
Situation
 The gap in leadership skills across NCal has been identified as one the most significant issues that
must be addressed if Kaiser Permanente is to succeed in the current health care environment
 The most urgent need is to address the lack of basic skills of front-line managers in 2009 to
improve organizational performance
 Basic finance and operational skills to run their department
 Performance Improvement skills to drive change
 Basic management skills to lead UBTs/department-based teams
 Significant variation in curriculum, resources, and leadership across NCAL has led to current gaps.
 An analysis was completed in 2008 to consolidate the best of current NCal curriculum,
STAR, national programs, SCAL programs, Patient Care Services programs into one
deliberate, consistent, program of required curriculum.
2009
Action
Plan
 Work with key stakeholders to finalize and implement a deliberate and sustainable curriculum of
required and elective courses for NCal leadership with a plan for phased implementation
 Implement immediate requirements for front-line managers to complete in 2009 that will tie directly
to operations management and goals for Performance Excellence
Q1 - KFH Staffing and Scheduling, Rapid Improvement Model, UBT- Leading in Partnership
Q2 - KFH Basic Finance, UBT Service Leadership, Rapid Improvement Model for Nursing Units
Q3 - Managing the Performance of Others, UBT Leading Performance Excellence
Hold managers accountable in their performance reviews for program completion and individual
performance results in selected areas, much like Attendance Management in 2008
 Maximize use of online modules and existing forums to minimize classroom time. Hold
reinforcement labs for individuals that already have taken the required programs
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NCal Leadership Development: Long-Term Core and Elective Courses
Advanced Skills
California’s
Advanced
Management
Program
Electives
• Harvard Program (ELP)
• Strategic Leadership Skills (PO)
• Middle Management Leadership Program
Executing Strategy:
Middle Managers
Executing Strategy,
Facilitative Leadership for Mid Mgrs,
Leading in UBT Partnership Overview,
Performance Improvement for Operations,
California’s Middle Management Program*
Electives
• Leading Change
• Emotions at Work
• Exercising Influence
• Multigenerational Diversity
• Core Leadership Program (PO)
Performance Leadership:
Department and
Frontline Managers
(and Stewards for UBT
courses)
UBT Service Leadership,
UBT Performance Improvement Leadership,
UBT and RN Unit Rapid Improvement Model,
Preventing and Resolving Conflict in Your Team,
Leading Diverse Teams, Think Strategically/Act Operationally,
Foundations Facilitative Leader/Creating a Motivating Environment
Project Management: Getting Things Done
Electives
• Mastering Meetings
• Team Agility
• Problem-Solving
• Org Alignment
Foundational Skills:
New Managers
and Supervisors
Essentials for Managers, New Manager Orientation,
HR Academy, Hiring for Service, Managing the Performance of Others,
Leadership Communication, Hallmarks of Supervisory Success, Attendance Management,
Operational Excellence topics: Staffing/Scheduling/Utilization Management
Bold = 2009 required for all frontline managers
Other Courses:
MPE, Lotus Notes,
Nurse Manager
Orientation, LMP /
UBT Basic Courses
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NCal Core Leadership Development Continuum
Advanced Skills
Executive Leadership Program
Middle Managers
ORGANIZATIONAL CONTRIBUTION FROM LEARNING
Frontline Managers and Stewards
Strategic Leadership Skills
Advanced Management Program
All Managers and Supervisors
Electives
Leading and Sponsoring UBTs
Middle Mgr Program
Executing Strategy
Facilitative Leadership for Mid Managers
Performance Improvement
For Operations
Project Management: Getting Things Done
Think Strategically, Act Operationally
Leading Diverse Teams
Teams and Resolving Conflict
Facilitative Leader Modules 1 and 2
UBT Performance Improvement Leadership
Operational Excellence Topics
Rapid Improvement Model
UBT Service Leadership
Essential Communication Skills
Hiring for Service
LMP / UBT Basic Courses
New Mgr Orientation
Managing the Performance of Others
Hallmarks of Supervisory Success
Essentials for Managers & HR Academy
Italics = In development
TIME
Plus Electives
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NCal Leadership Development Pathway
Core Courses
Electives Example
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Essentials for Managers
New Manager Orientation
HR Academy - 6 EFM modules plus labs
Hiring for Service (online plus lab)
Managing the Performance of Others
Hallmarks of Supervisory Success
Operational Excellence: KFH Staffing and Scheduling, Finance
Project Management: Getting Things Done
Essential Leader Communication
Facilitative Leadership short modules
Resolving Conflict in Your Team
Workforce Diversity Essentials
UBT Service Leadership
UBT Performance Improvement Leadership
UBT and RN Unit Rapid Improvement Model
Think Strategically, Act Operationally
Additional LMP/UBT Courses
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Middle Managers
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Executing Strategy
Facilitative Leadership
Leading in Partnership and UBT Sponsorship for Middle Managers
Performance Improvement for Operations
California Middle Management Program
• Leading Change
• Emotional Intelligence
• Exercising Influence
Advanced
• California Advanced Management Program
• Strategic Leadership Skills program
• ELP-Harvard
New and Frontline
Managers
Bold = Focus for 2009
PCS Nurse Manager Orientation
Mastering Meetings
Problem-solving
Emotions at Work
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2009 NCAL Learning Focus for Leaders
Strategic Core Courses
UBT Core Courses
Strategic Optional Courses
(required for all managers)
(required for manager/steward pairs)
(for all managers)
KFH Staffing and Scheduling (Q2 Implementation)
Objectives: Understand position control,
master schedules, union contracts and VHS time
calculations, and other factors so that staffing
and scheduling actions meet business targets
Audience: All KFH managers (2500)
Format: EFM modules (1.5 hour), optional
learning lab
UBT Performance Improvement: Rapid
Improvement Model (Q2 Implementation)
Objectives: Understand how to implement a
rapid improvement project in a UBT using 3 key
questions, PDSA cycle, testing, and expanding
successful results in the unit
Audience: Manager/Steward pairs (2500)
Venue: MASSES meeting
Format: Online prework (timing-TBD)
Live presentation (3 hours)
Performance Improvement: Rapid
Improvement Model (Q2 Implementation)
Objectives: Understand how to implement a
rapid improvement project using 3 key
questions, PDSA cycle, testing, and expanding
successful results in the unit
Audience: All managers (3500)
(UBT managers take with Shop Stewards)
Format: online introduction (Timing-TBD), realtime and recorded webinars (3 hours)
Project Management: Getting Things Done
(Q3 Implementation)
Objectives: Understand the phases of a projectwriting quick charters, developing timelines,
implementation plans, communication plans,
accountability, and evaluating the results
Audience: All managers (5000)
Format: EFM online (1.5 hour), optional lab
TOTAL TIME: 7 hours online
optional labs
Service Leadership
(Q3 Implementation)
Objectives: Understand customer expectations,
importance of service, developing and
embedding service excellence behaviors,
service recovery, and action steps needed to
improve service in a unit
Audience: KFH UBTs (Managers/Stewards )
TBD for nursing unit leaders
Format: 5 EFM modules (1.5 hours) and
optional learning lab
UBT Performance Improvement Leadership
(Q3 Implementation)
Objectives: Understand the case for change,
the role of manager/steward, UBT principles,
using data to improve performance, and how to
engage UBT employees so that UBTs are strong
contributors to organizational success
Audience: Manager/Steward pairs (2500)
Venue: MASSES meeting
Format: Online prework, Live presentation
Timing: Between 4 to 8 hrs. TBD by OLMP
TOTAL TIME: 1.5 hours online
7 to 11 hours classroom
Performance Management Conversations
(Ongoing Implementation)
Objectives: Understand and practice setting
expectations, giving constructive feedback,
correcting performance problems so that
individual employees know organizational
expectations and how to individually contribute
to KP’s success
Audience: All new managers and those wanting
a refresher
Format: EFM module pre-work (20 minutes)
2 4-hour classroom modules
TOTAL TIME: 2 hours online
8 hours classroom
optional labs
ASSUMPTIONS:
• Online format needed for large NCAL audience and developed by HR • Final content of mandatory courses approved by SVP H/HP Area
Operations, SVPHR, and SVP Chief Administrative Officer
Learning and Development
• UBT classes to be confirmed with OLMP
• KP Learn to track compliance with review by local senior leadership
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APPENDICES
Appendix 1: IMPACT Core Courses for Frontline Managers
Appendix 2: IMPACT Core Courses for Frontline and UBT Managers & Stewards
Appendix 3: IMPACT Courses for Middle Managers
Appendix 4: California’s Middle Management Program
Appendix 5: California’s Advanced Management Program
Appendix 6: Examples of Alignment of Leadership Programs
Appendix 7: STAR and IMPACT Recommendations: Best of Both
Appendix 8: STAR and IMPACT Integration: Best of Both
Appendix 9: 2009 NCAL Learning and Development Deliverables
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IMPACT Core Courses for Frontline Managers
Appendix 1
Course and NCAL
Strategy
Format
Audience
(0-2 years)
Skills, Competencies and Goals
(Can be offered in short modules)
FOUNDATIONAL:
In short
Modules
New Managers
All programs are offered by Senior Learning Consultants in local medical
center
Essentials for
Managers
Online
All New and Existing
Mgrs
The basics of KP Human Resources, Service, Quality, Nursing, Inpatient
Finance/Budgeting, Workplace Safety, Diversity, Domestic Violence
prevention, Employee Wellness, LMP, Attendance
Operational Excellence
Topics
Online + Lab
All Targeted
Managers
KFH Staffing and Scheduling, KFH Finance
New Manager
Orientation
8 hours
New Managers
Local strategy plans and manger’s role and responsibilities in executing
strategy
Hallmarks of
Supervisory Success
4 hours
New Managers and
Supervisors
Transition to management: role of manager vs. individual contributor,
delegation skills, basic communication and coaching, problem-solving
HR Academy
Online +
Labs
New Managers and
Supervisors
6 online Essentials for Managers HR modules and short application labs
on topics such as recruitment/selection, total compensation, employee
onboarding, workforce compliance, pay, time, leaves, labor law and
contracts
Managing
The Performance of
Others
Online +
8 hours
New Managers and
Supervisors
Essentials for Managers modules including Attendance modules
Application labs: Setting and communicating clear expectations and
holding others accountable, giving constructive feedback, correcting
performance problems, and conducting performance reviews
Hiring for Service
Online +
2 hours
New Managers and
Supervisors
Online module plus application lab
Think Strategically, Act
Operationally
4 hours
New and Existing Mgrs
Developing department or unit operational plan that aligns with KP
strategic plan and how to engage staff in the department’s operational plan
Essential Leader
Communication
4 hours
Frontline/UBT
Managers & Stewards
Holding productive, strategy-focused discussions that align employees with
organizational goals and dealing with difficult emotions if they arise
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IMPACT Core Courses for Frontline & UBT Managers and Stewards
(Courses address LMP/UBT, People, and Service Strategy)
Appendix 2
Course and
NCAL Strategy
Format
Audience
(0-3 years)
Skills, competencies, outcomes
PERFORMANCE
LEADERSHIP
In short
modules
Project Management:
Getting Things Done
Webinar +
lab
New Managers and
Supervisors
The phases of completing projects in a team-based environment.
Emphasis is on implementation.
UBT Performance
Improvement
Leadership
Online +
4-8 hour lab
Frontline/UBT
Managers & Stewards
Case for change, fundamentals of UBTs and effective teams, role of
UBT leaders in performance improvement, using data to improve
unit performance
UBT and RN Unit Rapid
Improvement Model
Online + 3
hrs
All Managers
Method for making quick, progressive improvements in a work unit.
Focus is on service and quality improvements.
UBT Service
Leadership
Online +
Optional lab
Frontline/UBT
Managers & Stewards
What our customers say about us, developing and embedding
service behaviors, defining and enhancing service touch points,
raising levels of service, overcoming service barriers and service
recovery
UBT Facilitative
Leadership Modules
2 4-hour
modules
UBT stewards are
eligible
Two Modules: Foundations of a Facilitative Leader, Creating a Motivating
Environment
Leading Diverse Teams
Online +
4 hours
All Managers
Recognizing and respecting diverse needs and perspectives of members
and staff, demonstrating respect and cultural competence in own
behavior, creating work environment that respects/values individual
differences
Resolving Conflict in
Your Team and Team
Development
4 hours
Frontline/UBT
Managers & Stewards
Diagnosing and effective conflict management of conflict to reach
solutions in an interest-based manner. Reviews 4 stages of team
development.
Coaching and
Rounding
4 hours
All Managers
Coaching skills for individual performance improvement
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IMPACT Courses for Middle Managers
(Courses Address People, Service, and LMP / UBT Strategy)
Appendix 3
Course and
Strategy
Hours in
classroom
EXECUTING
STRATEGY
Audience
(0-5 years)
Skills, competencies, and outcomes
Middle managers and
above
All programs in local medical center except Manager as Leader and
Residential
Facilitative Leadership
for Middle Managers
24 hours
Middle Managers
Skills needed to develop and use an inspiring vision, balance results,
process, and relationships, develop pathways to action, celebrate
accomplishments, coach performance, facilitate change, and engage
employees in a partnership environment
Executing Strategy
8 hours
Middle Managers
Connects strategic vision to decisions and specific actions for self and
staff, develops strategies to manage and improve performance and uses
action plans to get results, uses metrics to improve team and staff
performance, holds individuals accountable
Performance
Improvement for
Operations
TBD
Middle Managers
Skills needed to make continuous improvements in operations, service,
and quality. Content is being vetted.
Leading and Sponsoring
UBTs
4.5 hours
Middle Managers
Skills needed as a middle manager to support the success of UBTs
California Middle
Management Program
40 hours
Based nominations and
selection criteria
Week-long residential program that focuses on stages of a team,
innovation practices, diversity, ethics, handing difficult conversations,
accelerating implementation methodology, KP history, and delivering a
team project proposal
Electives
Based on
course
Middle Managers
Based on Individual Development Plan
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California’s Middle Management Program: Leading from the Middle
Appendix 4
Outcome
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Method
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Strategic leadership competencies needed to translate organizational strategy into local action and results
How to lead amidst constant organizational change and the resulting ambiguity
Building partnerships across entities and disciplines necessary to accomplish increasingly ambitious
organizational goals through consistency of skills, language and perspectives
Intense experience in diverse performance teams, handling difficult situations, and producing a real project
proposal
50 mid-level managers and leaders per program (e.g., Directors and Department Managers)
• Multiple direct line reports, performance accountability, and budget authority
• Responsibility for the execution of strategy in their department and for aligning department culture to
support the strategy
Tenure of two or more years and demonstrated high potential for career progression and commitment to KP.
Considered an honor to participate.
Nominated by joint senior leaders in each Area and selection by executive committee based on entity, diversity,
location, gender
SCAL and NCAL managers may attend
Week-long residential program (2-3 times/year) with focus on applying content of the day’s learning to the
evening team project work. Facilitators provide feedback to participants on their skills in team environment
Designed to provide a structural and skill bridge between strategic initiatives for the future health of the
organization and day to day workplace realities.
A required component of career development: Middle Management, Advanced Management, ELP
Executive leadership participation: introduce and wrap-up the week, provide context setting, integrate key
messages, and evaluate and potentially sponsor team project proposals
Core courses: stages of a team, innovation practices, diversity, ethics, handing difficult conversations, and
accelerating implementation methodology, building on KP history
Staff: Learning and Development and ODPLs (requires 7 facilitators)
Potential launch: June 7 and October 18 weeks
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California’s Advanced Management Program: Leading from Higher Ground
Appendix 5
Outcome
Growth and proficiency in core leadership competencies that include:
• Awareness of own leadership style and impact on others in creating a successful KP culture and executing KP
strategies and goals
• Movement from a doing bias to a facilitating, empowering, engaging bias
• Increased awareness of KP environment including future trends, competition, economics
• Understanding emotional intelligence factors that impact leadership success
• New working and supportive relationships
Audience
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Method
Week-long residential program that focuses on:
• Prework: 360 leadership profile, sponsor meetings, orientation session, and identification oflchallenging
leadership situations
• Event: 360 feedback results, simulations, interactive experiences, exposure to new tools and concepts (“Play to
Win”), individual development plan, onsite sessions with coaches, learning teams assigned by geographicalcloseness
• Post-program Application: 4 coaching sessions, development of Renewal Project for own medical center,
second 360 leadership profile, sponsor meetings, and meetings with feedback responders to share development
plans
• Role of Sponsor/Manager: observation of behavior, feedback, review of action plans, explanation of key tool
they will use, and agreement to sponsor renewal event
• Core components: Senior leadership involvement, personal assessment, advanced content, simulations, oneon-one follow-up and coaching
• Core content: leading in complex systems, new realities of leadership, the results model, play to win (vs play to
lose), creating a culture of safety and service excellence, 360 leadership profile feedback, having real
conversations, listening to understand, collaborative innovation, action planning
• Staff: Learning and Development Management Consultants, Leadership Consultants, ODPL’s (9 facilitators)
50 participants that lead multiple department managers (e.g. Assistant Administrators, AMGAs, Directors), have
already attended MMP, have not yet attended ELP, will probably stay with KP another five years, and high
potential for progression
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Appendix 6
Examples of Alignment of Leadership Programs
PROGRAM
FOUNDATIONAL SKILLS
AUDIENCE = New mgrs and Sups
Essential Communication
Essentials for Managers (EFM)
Hiring for Service (HFS)
HR Academy
Hallmarks for Supervisory Success
New Manager Orientation (NMO)
Managing Performance of Others
Think Strategically Act Operationally (TSAO)
PERFORMANCE LEADERSHIP
AUDIENCE = New Dept Mgrs and Stewards
OLMP LMP/UBT Courses
Resolving Conflict in Your Team
Rapid Improvement Model (RIM)
Facilitative Leadership: 2 modules
UBT Service Leadership
Coaching / Rounding
UBT Performance Improvement Leader
Leading Diverse Teams
EXECUTING STRATEGY
AUDIENCE = MIDDLE MANAGERS
Facilitative Leadership for Mid Managers
Executing Strategy
Perf Improvement for Operations
Leading in Partnership Overview
Mid Management Residential Program
ADVANCED MANAGEMENT
Advanced Management Program
Executive Leadership Program
Strategic Leadership Skills
NCAL IMPACT CORE
NATIONAL
SCAL
STAR
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STAR and IMPACT Recommendations: Best of Both
Appendix 7
STAR
 Senior leadership sponsorship and accountability
tracking
 Clear expectations from start of manager tenure
 Exemplar managers and subject matter experts
teach operational excellence programs help teach
 Spirit of celebration and a strong benefit for KP
leaders
 Operational excellence programs
IMPACT
 Core curriculum aligned with SCAL, National, and
many STAR programs
 Enterprise-wide LMS
 Centrally designed and locally deployed
 HR Learning Consultant to deliver the core IMPACT
program and support managers and teams in high
performance
 NCAL IMPACT website
 Prework and post-course application reinforcement
Both provide:
 Focus on the critical role of
competent leaders in 21st century
health care
 Based on KP business needs
 Core and elective tiered, progressive
curriculum
 Electives based on IDP or Area need
 Flexible delivery options
 Online Essentials for Managers
 One to two mandatory classes per
year as needed for operational
improvement
 Participant’s manager involvement
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STAR and IMPACT Integration: Best of Both
Appendix 8
STAR
Clear expectations
from start
Strong senior leadership
accountability and culture
IMPACT
Leadership Development
Project manager
helps new
managers Core and elective
Local website
and tracking
programs aligned
with Enterprise
and SCAL
STAR and IMPACT
Weekly
publications
Supporting
performance
of managers
and their
teams
Exemplar
managers
also teach
• Based on local business
Online Essentials
needs and operationally driven Reinforcement
One to two
Skillsoft online
for
Managers
• Tiered core curriculum
classes/year
of training training option
• Electives based on IDP or
required to
Enterprise
Area need
support regional
-wide LMS
Targeted
• Flexible delivery options
University style
priorities
courses, not
offerings based
university-style
Centrally
Strong
on annual IDP
designed and
compliance
locally deployed
Deliberate and
monitoring by
Delivery by one
consistent across
Driven by
Senior Learning
leadership
NCAL
manager/mentor
Consultant per Area
180-day graduates
celebrated annually
Requirements for
first 180 days
Local online and EFM
business modules
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2009 NCAL Learning and Development IMPACT Deliverables
Appendix 9
Metrics
IMPACT
Website
Residential
Programs
Courses & IDP
Bob Leydorf
Bob Leydorf & MCs
NEO
Redesign
Sharon Weinberg
Nancy Pede
KP Learn
• Registration
• Tracking
• Reporting
IMPACT courses
Core & Electives
2009 Required
Brent Victory
Big 7
Scantron
Sharon Weinberg
Classroom
Leslie Boies
Core & Optional
Friday 5’s
& 6Ds
Scantron
Fran Finney
Online Evals
EFM
Judith O’Rourke
Sharon Weinberg
Bob Leydorf
Webinars
Learning
Labs
Leslie Boies
Judy Gee
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