How To Identify & Grow Top Talent HCA TriStar Division

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1 How To Identify & Grow Top Talent HCA TriStar Division Jared Klein Director, & Organizational Development Reta Clyde Development Training Specialist

2 HCA TriStar Division

3 Hospital Structure CEO TriStar Centennial Medical Center 3,000 Employees CFO COO CNO VP/Director VP/Director VP/Director Manager Manager Manager Coordinator Coordinator Coordinator/ Charge RN

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5 HCA Framework 4 Dimensions of HCA s Institute is about building leaders who embrace our culture, grow our business and lead the industry. Personal (From Self Awareness to Model Leader) Strategic (From Vision to Action) Team (From Self-management to Results through Others) Operational (From Ideas to Execution) HCA Strategy, Culture, and Values

6 HCA LEADS Competency Model Dimension Competency Description Personal Honor our Mission and Values Communicate with Impact Builds trust and acts with authenticity to cultivate a culture of integrity, inclusion, and mutual respect. Delivers information in a clear, concise, and compelling manner to effectively engage others and achieve desired results. Team Attain and Leverage Strategic Relationships Lead and Develop Others Develops and strengthens collaborative relationships with both internal and external stakeholders to advance the care of our patients and the growth of HCA. Leads 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 Effective Decision Making Achieve Success through Change Makes timely, informed decisions that are in the best interest of our patients, employees, providers, community and HCA. Identifies opportunities for improvement and innovation, removes barriers and resistance, and enables desired behaviors. Operational Drive Execution and Financial Results Service and Quality Excellence Commits to the success and financial wellbeing of HCA by challenging others to excel and holding themselves and others accountable for achieving results. Demonstrates an uncompromising commitment to delivering exceptional care to create an unmatched value proposition for our patients.

7 Talent Review Objectives 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

8 HCA s 9 Box Tool

9 Talent Review Process We calibrate the following positions during our hospital sessions: o O s, (CEO, CFO, COO, CNO) o VP s/directors o Managers, Supervisors, Coordinators 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)

10 Potential, Flight Risk & Future Roles 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

11 Future Roles & Development Planning 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 process to include a blend of activities (3 E s Education, Experience, Exposure) to ensure development in HCA LEADS competencies

12 TriStar Development Programs Powered By HCA Institute Nurse Residency Program 12 month program Nurse Decides Specialty Area Education Executive Development Program (CNO,CFO,COO s) 13 month program Academy (Directors/Managers) 6 month program Emerging Leaders Academy (Supervisors/Coordinators) 6 month program Charge Nurse Certificate (Charge Nurses) 12 month program Employee Participates in all programs We have retained that employee for *10 years Outcomes Improved performance and results of dept/unit Ready pipeline for roles at all levels Increased employee engagement Decreased turnover Experience Present To 100+ People Q&A With CEO Panel Work in a Project Team Scope a Project Research Best Practices Exposure Present To Formal Mentorship Formal Job Shadowing Networking Opportunities Book & Article Reading Message Boards *Based on every other year attendance