Transcript Succession Planning: Building Leadership Capacity in Your

Sally Schmall, MSW
President, Academy Coaching
Enhancing individual and organizational performance through
career coaching, leadership development and customized training
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Emergency
Department
1993 - 2003
Faculty – SSW
Health
Management
2000 - Present
Academy
Coaching
2008 Present
Director of
Faculty
Recruitment
2004-2008
UM Career
Coach Faculty in
STEM
2000-2004
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Economic Recovery
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Health Care Reform
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Impending Retirements of the Baby Boomer Generation
 Manager/Director of our program meets eligibility requirements for
retirement
▪ 77% yes 22% no
 How many nurses are over the age of 50 and/or eligible for retirement?
▪
▪
▪
▪
33% of programs have greater then 50%
33% of programs have more then 30%
33% of programs have more then 20%
1% N/A
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22.2% yes and 77.7% no
Advantages?
 Ensure business continuity and stability of program mission & values
 Create stability by developing a deep leadership bench
 Avoid ups/downs associated with losing dynamic individuals
 Knowing who will step up and prepare them in advance
 Clarify key positions and criteria required to fill them
 Provide a value proposition to motivate and retain talent
 Smoother transition for future scheduling and new hire orientation
 Decrease in OT
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There is no formal succession planning in place, and if you do, it is not
considered a strategic priority.
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The succession plan covers only the Manager / Executives.
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Your program evaluates internal candidates using tenure and experience
verses proven talent.
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Your program treats succession planning as a static event as opposed to
an ongoing process.
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The “Stages” of
Succession
Planning
Agreement of
“shared
ownership” and
“sense of
urgency” of the
succession plan
What is your
elevator speech for
succession planning?
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Develop a guiding coalition
 Commitment to developing a succession plan
tailored to unique institutional needs
 Committed to creating a “succession culture”
 Create a mission statement which describes the
purpose of the succession planning system, who it
will serve and the desired outcomes and timeline
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Succession planning will ensure BEST MEDICAL TRANSPORT PROGRAM
(BMTP) develops and retains employees necessary to accomplish the
goals identified in the institution’s strategic plan.
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(BMTP) succession plan will incorporate best practices of succession
planning while considering the unique environment of (BMTP) and be
completed by FY2014.
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The succession plan will provide ease of transition in filling anticipated
organizational human resource needs.
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Succession planning is a transparent, inclusive process.
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Succession planning is supported by and supports other strategies of
(BMTP) including the strategic plan, employee relations, recruitment,
learning and development, and risk management.
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Systematic process of developing key
leadership position requirements
Succession competency profiles in behavioral
terms of the leadership capacities, skills,
personal qualities required in given positions
Assess performance and potential
Develop plans that will prepare candidates for
future institutional / program demands
Hire for performance
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Challenging work assignments
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Customized training
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Leadership development coaching
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Continued access to resources
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47% leadership positions in B&F eligible for
retirement in 2014
25% actively seeking information on
retirement planning
No succession plan in place
Impending EEOC audit
 Succession planning is supported by and supports other
strategies including the strategic plan, employee
relations, recruitment, learning and development, and
risk management.
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The cost of a good hire
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The cost of a bad hire
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The intangible costs
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The cost of an EEOC audit
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Make hiring process structured
 Educate search committee (s) about;
 Code of Ethics
 Creating legally defensible interviews
 Committee roles & responsibilities
 Overview of competency based hiring process
 Overview of diversity goals
 Develop competency based position descriptions
 Design interview questions to be competency based and
performance focused
 Candidate ranking of competencies on a standardized scale
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“ A cluster of related knowledge, skills
and attitudes that affects a major part
of one’s job, that correlates with
performance on the job, that can be
measured against well accepted
standards, and can be improved via
training and development”.
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Clear description of how you want all
levels of professional staff / faculty
members to perform in your institution
 Identify top 5 – 8 key competencies that
drive your institution’s success
 Unifying framework for all
organizational practices
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Advancing the Mission, Building Relationships, Communication,
Creative Problem Solving, Development of Self and Others, Flexibility,
Achievement Orientation, Quality Service
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Defined the competency model
Applied the competency levels to leadership and
specific labor market titles
 Trained all hiring managers and staff in UHR and
B&F
 Developed coaching tools, videos, hiring guides,
performance evaluations on intranet
 Using the tools with all levels of employees
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Recruiting
and
Selection
Succession
Planning
Core
Competency
Model
Performance
Management
Training
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Competencies encourage a fairer and more
accurate method of assessment.
Competency behavioral based interviewing
(CBBI) increases compliance with regulatory
standards.
Recruitment is a two-way relationship.
Via competency based performance
profiles, the candidate is likely to seek the
position that matches their level of
competencies.
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Develop competency based position
descriptions
Educate search committee
Design interview questions to be competency
based and performance focused
Rate candidates competencies using a
standardized scale
Make hiring recommendations based on clear
evidence of demonstrated competencies
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Position Information: Official position title, as well as department
position title, department name, title of the position to which this job
reports, title of jobs supervised
Scope: providing information about the positions financial, supervisory,
and / or clinical responsibilities as well as how this position is expected to
help achieve key strategic objectives
Key Responsibilities: Essential tasks and responsibilities and desired
outcomes
Relevant competencies: Identify the skills, knowledge, behaviors &
motivation necessary to be successful in the position
Qualifications and desired outcomes: Education, license/certification
and experience and related application
Program overview: Mission, culture and values
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What duties, tasks, and responsibilities are
involved in this position?” has become “What
competencies are required to succeed in
carrying out those duties and responsibilities
the position, in this department, in this
organization?”
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RESPONSIBILITIES
Desired
Outcomes
COMPETENCIES
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Safe transport of the critically ill or injured patient
requires accurate assessment, analysis, diagnosis,
outcome identification, planning, implementation
of interventions, evaluation of response to
treatment, and management of highly technical
equipment in preparation for and during transport.

Competencies other then clinical? DOC
Air & Surface Transport Nurses Association (ASTNA) 2010
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Guides department(s) in mission, vision, and values.
 - Operationalize the department goals in alignment with
the Executive Director, and Director's, goals and
strategies.
- Financial responsibility for the labor and operations of
the area.
- Manages the hiring, orienting, and development of staff.
- Conducts employee evaluations, coaching, and
disciplinary processes to align employee performance and
behaviors.
- Clarifies and supports organizational policies and
procedures.
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Ability to perform the essential functions of the job
as outlined above.
 Demonstrated leadership skills in planning and
directing employees and processes in order to
effectively monitor and develop subordinates, to
ensure the smooth operation of the department.
 Knowledge of assigned department’s area of
specialization in order to analyze, plan, and draw
conclusions for recommendations to senior
leadership.
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What competencies are needed to meet
tomorrow’s challenges?
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Clinical Roles
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Management Roles
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 Do your employees have the competencies you
identified?
 Are your job descriptions/interviewing/recruiting
on boarding and training practices designed to
match those needs? Are you measuring
performance and outcomes?
 How is knowledge transferred?
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How has your role / position evolved over
time?
Define 3 key future requirements and
competencies for your position.
Assess your own team.
Look outside of your team - “virtual bench”.
Adopt a mindset of succession development.
Share your succession plan with your boss.
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“Successful
transition is the last act of a great leader
“Successful transition is the last act of a
great leader.”
- Peter Drucker
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