Promoting Growth Among Management Staff. Stephanie Farmer, MHA Vice Chair of Administration University of Colorado SOM Department of Surgery

Transcription

1 Promoting Growth Among Management Staff Stephanie Farmer, MHA Vice Chair of Administration University of Colorado SOM Department of Surgery

2 Management Levels of Education 40.00% MGMA Academic Response Count 35.00% 30.00% 25.00% 20.00% 15.00% 34.76% 35.90% 10.00% 5.00% 0.00% 21.65% 4.27% 3.42% HS Diploma 2 year degree 4 year degree Master's Degree PhD, JD, EdD Management and Staff Academic Practice 2017 REPORT BASED ON 2016 DATA 2017 MGMA. All rights reserved. Data extracted from MGMA DataDive.

3 Management Levels of Education 80.00% 70.00% 60.00% MGMA Academic Practice AASA Response Count 50.00% 40.00% 30.00% 20.00% 10.00% 0.00% 73.87% 34.76% 35.90% 21.65% 24.32% 4.27% 3.42% 0.45% 0.00% 1.35% HS Diploma 2 year degree 4 year degree Master's Degree PhD, JD, EdD Management and Staff Academic Practice 2017 REPORT BASED ON 2016 DATA 2017 MGMA. All rights reserved. Data extracted from MGMA DataDive.

4 Why is Management Leadership & Professional Development Important? Allows for continued growth opportunities beyond traditional education (MBA) Fosters a culture that encourages learning at all levels Creates a positive, motivated and committed workforce

5 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees

6 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees #5 Health care knowledge shared by industry experts

7 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees #5 Health care knowledge shared by industry experts #4 Networking with administrative colleagues

8 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees #5 Health care knowledge shared by industry experts #4 Networking with administrative colleagues #3 Discovering personal leadership style

9 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees #5 Health care knowledge shared by industry experts #4 Networking with administrative colleagues #3 Discovering personal leadership style #2 Sharing perspectives on common problems

10 Most Valuable Aspects of Leadership Training #6 Instruction on hiring and managing employees #5 Health care knowledge shared by industry experts #4 Networking with administrative colleagues #3 Discovering personal leadership style #2 Sharing perspectives on common problems #1 Specific instruction on how to lead: negotiation, financial management, operations, etc

11 Leadership Development Opportunities

12 External/Outside Opportunities National Conference Regional Retreats Webinars Book Club Committee Involvement Executive Committee/Board of Directors the list is growing

13 External/Outside Opportunities Affiliate membership for management Practice Management resources CPT Coding Workshops ICD 10 Coding ACS Coding Hotline JACS, Bulletins & e newsletter Webinars Etc

14 External/Outside Training Opportunities Leadership Development courses (not just for faculty) Being a Resilient Leader Leadership & Management Foundations for Academic Medicine & Science Leadership Week Transforming Conflict into Collaboration AAMC Affinity Groups Group on Business Affairs, Educational Affairs, Faculty Affairs Annual conferences Webinars Etc

15 External/Outside Opportunities American College of Healthcare Executives Healthcare Financial Management Association Medical Group Management Association American Medical Group Association The list goes on

16 Local Opportunities System Distinct University (eg Chancellor, Provost) School Affiliate Institutions

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18 Most Valuable Aspects of Leadership Training #3 Discovering personal leadership style #2 Sharing perspectives on common problems #1 Specific instruction on how to lead: negotiation, financial management, operations, etc

19 Discovering personal leadership style

20 Discovering personal leadership style

21 Sharing perspectives on common problems

22 Specific Instructions on how to Lead

23 Length of Access to a Coach 1 6 months, 11.32% 9 12 months, 13.21% N/A Have not had access to a coach, 54.72% Greater than 12 months, 20.75%

24 Value of Engagement 1 6 months 9 12 months Greater than 12 months Valuable; right amount of time Valuable; longer engagement Career changer Valuable; shorter engagement Valuable; right amount of time Valuable; longer engagement Valuable; longer engagement 4.55% 9.09% 9.09% 13.64% 13.64% 22.73% 27.27%

25 Employee Value Proposition Why would a highly talented person choose to work and stay here?

26 Turnover Costs AASA 2016 Annual Compensation Survey

27 Economic Value of an Employee to the Organization over Time (C) Bersin by Deloitte

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