2016 HUMAN CAPITAL INVESTMENT CONFERENCE RITZ-CARLTON CHICAGO NOVEMBER 15-16, 2016

Transcription

1 2016 HUMAN CAPITAL INVESTMENT CONFERENCE RITZ-CARLTON CHICAGO NOVEMBER 15-16, 2016 Joseph Moscola Senior Vice President & Chief People Officer, Northwell Health IMPLEMENTING COACHING TO BUILD BETTER LEADERS

2 Cultivating Talent- Value Creation Through Effective Succession Planning Joseph Moscola, PA SVP, Chief People Officer November 16, 2016

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4 Understanding the Organizations Needs: 70% of our executive leaders are in the last 5 years of their career Our Burning Platform Ensure fluidity in the leadership pipeline, particularly at the senior level Enable front line leaders to be better leaders of people, emboldened, impassioned and building followership Cultivate collaboration and trust between clinicians and administrators Succession Matters, Strengthen Your Leadership Pipeline to Shape Future Business Strategy, Korn Ferry Attract, develop, retain and promote the right people 4

5 Establishing a Process Pass the Baton Business Needs and Critical Roles Coaching for Change Fear of Loss of Control Unconscious Bias Complete Talent Assessments Identify 2 Deep Successors & Talent Pools Consider Stretch Assignments Include the Leader!!! Individual Plan Development Coach, Mentor, Experience Learning 5

6 What is a Talent Assessment? A process and set of tools that enable leaders to: Build a foundation for managing and growing talent within their business and across the organization Evaluate people on two dimensions-performance and potential Create a forum leaving leaders with an actionable plan on development, advancement, recognition and performance improvement 6

7 Limited Potential Leadership Potential Will or Skill gap Has potential to do more and grow 9 Box Talent Assessment Current Performance in Role More was expected Expected Far beyond what was expected Potential Gem. May be mismatched in position or for skills Rising Star: Invest In functional Skill Building, Time, Visibility, Mentorship Stars: Ready, Willing and Able to do more today Inconsistent Performer Solid Performer: consider development activities, consider retention and motivation Agile High Performer. Invest in Leadership Development, Mentorship, Visibility. Reward Goal Achievement Mismatch to Position or Organization Suitably Placed Subject Matter Expert 7

8 Ability to View Your Leadership Team At a Glance Individual Performance in Current Role More was expected (3) Expected (2) Far Beyond what was Expected (1) Potential to do more (Leadership, Scope, Function) Has Potential to do more and grow (1) Will or Skill Gap (2) Limited Potential (3) Potential Gem: Position, skills, Rising Star : Leadership Development, Mentorship, Visibility. Reward Stars: Ready, Willing and Able to do leader? Goal Achievement more today Carol Walsh Daisy Miller William Brown Inconsistent Performer: to improve skills and/or motivation Pauline Young Susan Montgomery Solid Performer: consider development activities, consider retention and motivation Diana Wynne Philip Marlowe Judith Kerr Sam Ford Joanne Harris Pauline Gooding Becky Sharp Joe Gargery Daniel Deronda Lynn Truss Kevin Smith Michael Donaldson Agile High Performer : Skill Building, Time, Visibility, Mentorship Mismatch Suitably Placed Subject Matter Expert 8

9 The Value of Leadership Development We are able to look at where we are investing in our talent Example: Currently, we are investing the majority of funds into the Solid Performers 9

10 2 Deep Planning Individual Performance in Current Role More was expected (3) Expected (2) Far Beyond what was Expected (1) Potential to do more (Leadership, Scope, Function) Has Potential to do more and grow (1) Will or Skill Gap (2) Limited Potential (3) Potential Gem: Position, skills, Rising Star : Leadership Development, Mentorship, Visibility. Reward leader? Goal Achievement Carol Walsh Daisy Miller William Brown Pauline Young Susan Montgomery Inconsistent Performer: to improve Solid Performer: consider development activities, consider retention skills and/or motivation and motivation Diana Wynne Philip Marlowe Judith Kerr Sam Ford Joanne Harris Pauline Gooding Becky Sharp Joe Gargery Daniel Deronda Lynn Truss Kevin Smith Michael Donaldson Stars: Ready, Willing and Able to do more today Agile High Performer : Skill Building, Time, Visibility, Mentorship Mismatch Suitably Placed Subject Matter Expert Leaders identified as top talent during Talent Assessment are plotted on the 2 deep maps Facility Candidate Incumbent ED/AED Level Site Executive Director Deputy Executive Director Chief Nursing Officer SS Candidate #1 Candidate #2 Incumbent PL/SY Candidate #1 Candidate #2 10

11 Maximizing Potential Sponsor Coach Mentor 11

12 Developing the Plan Provide targeted development for identified top talent through IDPs Leadership development roadmaps and programs High Potential Programs Executive Rotational Programs Executive Coaching Assess strengths and opportunities for executives via a 360 degree assessment Assign certified external coaches to foster development Leverage internal certified coaches based on plan Leverage our Organizational Senior Executive Coach, a new senior leadership role in the Health System, to identify opportunities to enhance leadership performance through focused mentoring and executive coaching 12

13 Executive Coaching at Northwell Typical coaching engagements include: 3-6 month engagement Opportunity for participants to interview 2-3 coaches (for fit) before making selection Combination of in-person and remote sessions, 1-2x/month 360 assessment, with additional assessment as requested (Hogan, MBTI, etc.) Initial meeting to set targets/goals with participant/coach/manager, and closing meeting to assess progress The Health systems work with various external vendors that serve at executive coaching Partners (Korn Ferry, Lee Hecht Harrison & Aiir) 13

14 Thank You