Advance: Preparing Leaders for Tomorrow’s Assignments

Sentara Healthcare

David Woolwine Vice President, Learning & Development

Bernadette Varnes Manager, Organization Development

Howard P. Kern President & COO

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Sentara HealthCare ADVANCE© Program

Howard Kern, FACHE David Woolwine, VP of Learning and Organizational Effectiveness

Bernadette Varnes, Manager of Organizational Effectiveness

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Legend

Northern Virginia

Hampton Roads

Halifax

Blue Ridge

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Sentara’s Talent Development Cycle

•Strengths and weaknesses •Career

Aspirations •Potential-

Defined/Plotted

•Cohort Classes •Stand Alone

Classes •Leader led

Facilitation w/Application •Multi-Level Focus

• 1:1 Coaching • Individual

Development Plan

•Competencies Developed •Evaluations

Revised •Assessment

Tools Selected

COACHING ASSESSMENT

DEVELOPMENT TALENT REVIEWS

•Depth Chart

Development •execAdvance

Advance, and pAdvance Selection

SUCCESSION

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360 Assessment, Coaching and

Individual Development

Plans

*VPs and above assessed every

other year over a 12 month period

*Identified successors

assessed every other year over a 12 month period

*Ongoing learning

for all leaders accomplished

through annual performance goals & SLI leadership

academy w/resources

Always Improving…

Always Learning…

January/February Performance reviews

conducted with review of leadership successor plans

and talent reviews execADVANCE, ADVANCE,

pADVANCE participants selected

December

System depth chart set

September October-November

CVP/SVP ‘s present their divisional depth charts and

talent review sheets by “exception” to senior

leadership

August CVPs/SVPs prepare for

executive level depth chart review for their divisions and

confirm their personal successors

April, May, June Division leads conduct division talent reviews

and finalize depth charts

March

execADVANCE, ADVANCE, pAdvance

begins

July Divisional leads present divisional depth charts

to CVPs/SVPs

Succession,Talent Review & Development Cycle

START

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Organization Depth Chart Creation

SVP John Smith

VP Tom Wilson – 2yrs

Director Sandy Brown - Now

Manager None

Manager Kim Snow 2-3yrs

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Director James Harris - 2yrs

Manager David Gentry - Now

Manager Laura Jones – 1yr

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Name:________________ Department:_______________ Current Date: __________ Please complete this Succession Planning tool to identify individuals as potential successors for your position as the data will allow. Identified individuals will be developed based on professional goals, career aspirations and demonstrated leadership ability. This tool will be used to create an organization wide depth chart. If there are no potential candidates please indicate in the box/es below.

(Successor 1 Name) (Successor 2 Name)

Current Position

Time in Current Position

WEI Score

RN/Dept Vacancy Rate

Voluntary Turn-over Rate

Productivity Rate

% of Budget Met

Patient Satisfaction

Current Education Level

Education Required for Position

Timeline to Complete Education

Sentara Healthcare Succession Planning Tool

Your Title

Successor 1 Successor 2

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Please complete the Development Plan below to create an understanding of where the individual is currently on their leadership track and what things/ development activities are needed to support their advancement. . (Successor 1 Name) (Successor 2 Name) Previous Positions

Career Goals/By When?

Leadership Strengths

Leadership Opportunities

Potential for Leaving Organization: (Actively Looking, Would Entertain the Possibility, Highly Unlikely)

Impact if Person Left (Low/Med/High)

Willingness to Change Location (Region) (Y/N)

Designate developmental timing and activities for each successor Readiness Time Frame (Now/1 yr/2-3 yr)

1. Development Activity 2. Development Activity

3. Development Activity

Successor Development Plans

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execAdvance pAdvance

Advance

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execAdvance©, Advance©, pAdvance©

execAdvance© Advance© pAdvance© Audience: Director-level candidates for future healthcare, nurse, physician executive roles Time Commitment: 8 months Program Components: Leadership training Center for Creative

Leadership (CCL) attendance Coaching Mentoring Individual Development Plan Project Work Metrics: Retention (90% -3yrs), Promotion (80%), HR-Budget, MOT, CS Metrics

Audience: Manager-level candidates for director roles & Front-line leader candidates for management roles Time Commitment: 6 months Program Components: Leadership training 360 Assessment & Coaching Mentoring Shadow Experience Individual Development Plan Project Work Metrics: Retention (90% -3yrs), Promotion (80%), HR, MOT, CS Metrics

Audience: Physician candidates for future physician and healthcare leadership roles Time Commitment: 6 months Program Components: Leadership training 360 Assessment & Coaching Mentoring Shadow Experience Individual Development Plan Project Work Metrics: Advancement to Leadership Role

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Learning and Mentoring Plan execADVANCE©

Mentorship Brain Storming & Development Plan

Mentor – Identify three competencies (knowledge areas or skills)

that may help further mentee development. Identify interview contacts, shadowing opportunities, meetings in

which to include the mentee, and other networking opportunities which may be helpful.

Generate a list of opportunities or resources for each of the

following categories: conferences, workshops, seminars, courses, professional memberships, books and articles, web sites

What are 1-3 suggested mentoring goals and some preliminary action steps for each?

Together - Identify three topics of mutual interest (issues, ideas, events, problems/challenges, etc.) for discussion.

Mentee – Identify three strengths and areas for development.

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Individual Development Plan ADVANCE©

Job Description

Education

Readiness

• Advance Position • Development

Activities • Timeframe

• Formal/Informal • Leadership

• Timeframe • Considerations

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Shadow Experience Checklist ADVANCE©

Leadership Advancement Program Experience Checklist

Manager Advancement to Director Leadership Definition Activities

Change management

Communicate the value of change, explain the process of the implementation of the change and achieve buy-in

Shadow director meetings to gain information on strategic planning of new initiatives that involve a change process

Review director calendar to discuss work organization, prioritization and work-life balance (time spent on personal/leadership growth)

Review & discuss MOT expectations and strategies at director level

Demonstrate work/life balance

Ensure self and team maintain balance between professional and personal lives

Building ownership Engages and energizes Members of the Team to create greater organizational value.

Leader maturity Possesses a balanced view of self and uses that personal understanding when interacting with others.

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Insert Video Here

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Organizational Outcomes & Results

Retention Rate execAdvance = 93% 2011 (13/14) Advance = 100% 2012 Fall (17/17) 2013 Spring (26/26)

Promotion Rate execAdvance = 79% 2011 (11/14) Advance = 33% 2012 Fall (9/17) = 53% 2013 Spring (5/26)=19%

Metrics Post Promotion (1yr & 3yrs)

Top 10% Key Measures: HR, Finance, Clinical, Quality,

Safety Members of Team (WEI) Patient Satisfaction (CS)

Innovation Bundle Payment Proposals Sharing of Resources Across

(employees/equipment) Sharing Best Practices/Procedures

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Considerations for Program Start-up

Culture

•Does senior leadership support succession planning? •Will it be a culture change for division leaders to identify

individuals (deemed as high potentials) for development to meet organizational vs. site leadership needs?

Resources

•Are there available resources (program participant time; FTE-program coordination) for program development, maintenance and ongoing expansion based on organizational growth? •Will you include all divisions, new acquisitions?

Program Availability

•How will you interpret need/criteria for program selection based on slots to accommodate # of program participants (limited participants based on # of mentors and resources to provide 360 assessments/coaching etc.)?

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