Tool: Talent Discussion Talking Points for Managers · Trinity Health Talent Discussion Talking Points for Managers Page 2 of 26 Once you are ready to have Talent Discussions with

Trinity Health Talent Discussion Talking Points for Managers Page 1 of 26

� Tool: Talent Discussion Talking Points

for Managers

Dear Leader,

Now that you have determined and validated the Talent Classification for your direct reports in the leadership pool as Top, Emerging, Valued, or Classification Yet to be Determined, your next step is to establish an encouraging and supportive environment and share your assessment with your direct reports. During this conversation, you will discuss your shared accountability for their development and determine or confirm their preferred career path. Below is a description of the three steps (Analyze, Calibrate, and Discuss) that occur and explains your role during the Talent Analysis process.

STEP 1: ANALYZE

TALENT ANALYSIS FOR YOUR

DIRECT REPORTS

� STEP 2: CALIBRATE

TALENT CALIBRATION WITH

YOUR LEADER AND /OR PEERS

� STEP 3: DISCUSS

TALENT DISCUSSIONS WITH

YOUR DIRECT REPORTS

WHO DOES WHAT? You determine the Talent Classifications for your direct reports in partnership with your HR support

WHO DOES WHAT? Your leader meets with you (and possibly your peers) to validate and adjust the classifications made and share information about classified talent

WHO DOES WHAT? You meet with each of your direct reports to share how they are currently viewed from a leadership perspective, acknowledge their attributes and the things that led to their current Talent Classification, and emphasize their shared responsibility to drive their own development in congruence with their career aspirations

WHY? Establishes the strength of your leadership pool to support Trinity Health's future talent needs

WHY? Validates or adjusts talent decisions you made by getting others' perspectives on your direct reports. It facilitates a common standard behind the Talent Classifications.

WHY? Establishes shared accountability for growth and development and creates an environment of transparency by ensuring colleagues understand how they are viewed from a talent perspective

WHEN? Classifications are determined during Annual Talent Reviews, but classifications are designed to be fluid and will change over time given evolving situations (e.g., change in personal circumstances, changes in organization needs, changes in potential assessments)

WHEN? After you make your initial classifications, but before sharing agreed to classifications with your direct reports Note: calibration may not be appropriate if there are major organizational changes occurring or if your manager and/or peers don't know your direct reports

WHEN? Once you feel confident that the classification is correct and you have the support of your leader in that classification Note: This tool is intended to help guide discussions during this phase


Once you are ready to have Talent Discussions with your direct reports, use the talking points enclosed to guide your conversations. These conversations are important for a variety of reasons. First, being transparent with colleagues is a reflection of Trinity Health's Core Value of Reverence. Second, having authentic conversations with colleagues about where you see them regarding their performance and potential is critical to their development. Third, colleagues are likely to know that Talent Reviews are underway. If you do not review their classifications with them, they are likely to infer other meaning through the lack of communication. These talking points are designed to ensure that conversations happen in an encouraging and motivating manner.

During your Talent Discussions, your direct reports need to know what each of the Talent Classifications mean:

• Top Talent: Individuals in designated leadership roles who are exceeding expectations based on current assessment practices at the System, RHM or individual Ministry level. They are seen as being capable of advancing to a significantly broader/more complex role and their organization is committed to preparing them for this. The organization commits to provide development opp ortunities

and facilitate movement into broader/more complex r oles where appropriate

• Emerging Talent: High-performing individuals with clear advancement potential for leadership roles whose future roles cannot yet be determined. The focus of their development is to deepen our understanding of their potential and their career aspirations emphasizing our commitment to making a long-term investment in their development. The organization commits to provide on-going assess ment and

development opportunities

• Valued Talent: Individuals who consistently exceed expectations on current assessment practices. They are highly capable, high-achieving, highly valued talent who don’t necessarily have advancement potential at the present time but whom are crucial to retain.

The organization commits to provide on-going develo pment opportunities

• Yet to be Determined

More information is needed regarding performance, potential, or career aspirations in light of organizational needs to determine a Talent Classification. This classification does not mean that performance is low. Therefore, Performance Management should not be confused with Talent Management. Top, Emerging, and Valued Talent Classifications are for our leadership pipeline, so those not part of the pipeline will not be given a classification for Talent Management purposes.

This tool includes discussion outlines for each Talent Classification. If you have questions about the tool, or need additional help using it, please contact Kevin Preston, Director of Talent Management, at 734-343-1062 or [email protected]


TABLE OF CONTENTS How These Talking Points Address Concerns ................................................................................................... 4

Top Talent Talking Points .................................................................................................................................. 6

Emerging Talent Talking Points ....................................................................................................................... 11

Valued Talent Talking Points ........................................................................................................................... 16

Classification Yet to be Determined Talking Points .......................................................................................... 20

Appendix: Talent Analysis Discussion Guide ..................................................................................................... A

Please understand that Talent Classifications of colleagues do not constitute a commitment or binding contract and that employment with Trinity Health remains at-will at all times.The policies and procedures of Trinity Health are subject to change at the sole discretion of the company with or without notice, and Trinity Health reserves the right to change, modify, or deviate from any policy or procedure at any time.


HOW THESE TALKING POINTS IDENTIFY BENEFITS & ADDRESS CONCERNS Trinity Health is committed to increasing transparency related to Talent Management activities. Discussing colleague Talent Classifications can be of great benefit to leaders. These interactions allow leaders to support their direct reports and learn more about their career aspirations. Classification conversations also enable leaders to be more intentional about:

• increasing colleague engagement

• supporting colleague advancement • retaining high performing talent

• making informed decisions about investing in professional development for Top and Emerging Talent

• making informed decisions about promoting internal talent • having deeper insights about a colleagues' strengths, motivations, and developmental needs, and

• being more strategic in building bench strength for critical roles

We also recognize that there are concerns about being transparent. Discussing colleague classifications can be uncomfortable when leaders' and colleagues' views are different. Best practice tells us we must be transparent in order to responsibly manage our current talent and secure our future talent needs. Here is how Trinity Health is examining transparency concerns:

POSSIBLE CONCERNS TRINITY HEALTH 'S RESPONSE Leaders are not confident in the final Talent Classifications they identified for individuals

• If leaders don't feel confident in the classification of a direct report, they should reassess whether the classification was correct in the first place.

• Talent Discussion Guides (see Appendix) were provided to ensure common definitions and understanding of classifications across Trinity Health.

• Calibration sessions generally validate decisions and should be used if classifications need refinement or support from others.

• Talking with colleagues about their classification enables an open conversation to validate assumptions and pre-conceived notions that may not be true (e.g., perhaps someone who is thought not to be mobile really is; or maybe someone thought to be interested in a broader role, really isn't).

• Colleagues at all levels are asking for more feedback. Successful leaders of the future will be more positive, relational, and collaborative and see themselves as a facilitator of a positive social ecosystem. The Talent Management discussion should be a positive discussion designed to explore possibilities.

Top Talent and identified potential successors will think they are being promised a promotion

• Leaders are asked to explain that being classified talent is neither a promise of continued employment nor a guarantee of future promotion and that their continued exceptional performance, qualification for the desired position, commitment to continued development, and compliance with Trinity Health's Policies and Code of Conduct are required.

• Talent Classifications are regularly reassessed and a person's classification will change over time as they are fluid by definition (e.g., someone is moved from Top to Emerging until their new level of performance can be determined, someone is moved from Top to Valued because of organizational changes or personal preference).

• Multiple successors are often identified for positions, so promotions will continue to be competitive – there's no guarantee of promotion.


Yet to be Determined or Talent Not Classified will not have development opportunities

• Leaders are asked to explain that it is the colleague's responsibility to determine their desired career path and take advantage of development opportunities. The leader is there to facilitate the career path determination and help identify development resources.

• Trinity Health has a rich array of development resources for all colleagues with multiple programs targeted specifically for leaders.

Classified Talent will be frustrated if they are not promoted fast enough

• Communicating that someone is Top or Emerging Talent and not following through on facilitating movement when appropriate, is likely to cause discontent and put us at risk of under-employing our leadership talent. However, not communicating with colleagues at all will likely cause even more discontent.

• Trinity Health is redirecting our executive hiring practices to vet candidates before looking outside in an effort to support more internal movement.

Those unhappy with their classification (or lack thereof) will leave the organization

• Colleagues need to understand that classifications are a snapshot in time, and will change over time. Talking about this helps to ensure colleagues and their managers are on the same page for future career paths that are aligned with organizational needs.

• Colleagues need to understand the distinct functions of Talent Management and Performance Management. Talent Management anticipates and plans for the talent Trinity Health will require to be successful. In partnership with other functions within Human Resources, it seeks to attract, develop, motivate, and retain current and future leaders. In contrast, Performance Management is a systematic approach to involving colleagues, as individuals or groups, in accomplishing Trinity Health's strategic and operational objectives. It focuses on the current performance for all colleagues at the system level and entails on-going communication between managers and colleagues to ensure goals are consistently met in an effective and efficient manner. While both functions are essential to Trinity Health's success, Talent Management limits its focus to identifying leaders for current and future executive level positions.

• Talking points are provided to ensure the Talent Classification conversations emphasize positivity, reinforce what you appreciate about the colleague, ensure you recognize their contributions and that you value them.

• Developmental conversations with leaders are essential even with those classified as "Yet to be Determined."

• The human brain is hard-wired for predictability, consistency, and psychological safety. Establishing regular feedback and professional development conversations with your direct reports helps to provide them with what they need to be successful and thrive.


TOP TALENT TALKING POINTS SALIENT POINTS FOR TOP TALENT SUGGESTED SCRIPT

The purpose of this Talent Discussion is to : • Describe our approach to Talent

Management

• Identify who is reviewed during Talent Analysis

• Describe what Talent Classifications are Note: It is not necessary to define all of the Talent Classifications for each person; however, if necessary, you can find the definitions on the last page of this document.

• As your leader, part of my role is to support and develop you. You're a key part of Trinity Health's success, so I want to talk about your future and what we can do together to advance your future.

• Trinity Health conducts annual Talent Reviews to ensure we have a sufficient pipeline for future senior executive roles. Those in the leadership pipeline are provided additional development to prepare them for broader/more complex roles. Other talent development programs continue to be available to all colleagues.

• One doesn't have to be assigned a Talent Classification to get a promotion.

• Ministry Presidents, Regional CEOs, SLC Members and ELT Members conducted a Talent Analysis of their direct reports in FY16.

• Some colleagues in the leadership pool were classified as Top, Emerging, or Valued.

• Some colleagues were not classified because they were too new to the organization or their role, or because it's not presently clear whether they belong in the leadership talent pool.

Process used to classify talent • Talent Classifications are based on:

o Assessment of Performance o Assessment of Potential

• Performance Management looks at current performance while Talent Management looks at future career possibilities

Note: See the "Talent Discussion Guide" for additional details about how Performance and Potential was assessed in FY16.

• Two criteria were used to determine Talent Classifications: Performance and Potential.

o Performance as related to Talent Analysis is defined as exceptional results sustained over a long period of time in a way that is consistent with Trinity Health's values.

o Potential is defined as agility, ability, relationships, and aspirations for advancement to increasingly more senior executive level positions.

• Talent Management anticipates and plans for the talent Trinity Health will require to be successful. In partnership with other functions within Human Resources, it seeks to attract, develop, motivate, and retain current and future leaders. In contrast, Performance Management is a systematic approach to involving colleagues, as individuals or groups, in accomplishing Trinity Health's strategic and operational objectives. It focuses on the current performance for all colleagues at the


SALIENT POINTS FOR TOP TALENT SUGGESTED SCRIPT system level and entails on-going communication between managers and colleagues to ensure goals are consistently met in an effective and efficient manner. While both functions are essential to Trinity Health's success, Talent Management limits its focus to identifying leaders for current and future executive level positions.

• One must have both exceptional performance and high potential to be considered Top or Emerging Talent in the leadership talent pool. One can be a strong performer (as indicated in Performance Management activities), but not classified as part of our leadership talent pool.

Discuss their attributes and impact • List the attributes of their specific

leadership behaviors

To determine your Talent Classification, I reflected on your many attributes and accomplishments, including things like ______ (discuss all that apply):

• You've consistently exceeded expectations and proven your operational and leadership expertise during the past ___ years, especially as demonstrated by your work on ______.

• You've led your team exceptionally in a way that reflects our values by caring for yourself, caring for others, caring for those we serve, and holding others accountable to do the same. Specifically, I observed this when you ______.

• You're self-aware of your strengths and opportunities and you learned from your mistakes during the ______ project.

• You've demonstrated strong leadership skills and showed great potential to take on a more complex role during the ______ project.

• You were proactive as demonstrated by the results of your _____ project.

• You relate well and make yourself available to others both inside and outside the organization as demonstrated by your work on_____.


Tell the person their Talent C lassification • Top Talent classification is given to

individuals who are currently demonstrating high performance and high potential, and are seen as ready now/soon for a broader/more complex role

• Recognize the leader for their contributions

• Explain the basis by which the classification was chosen

• Validate your assumptions that led you to the Top classification

• Some individuals are additionally identified as one of the potential successors for a role

• Top Talent are actively supported to move into a significantly broader/more complex role within 24 months

• This classification was validated with others (e.g., via calibration session), if applicable

• Validate interest in this classification or new substantially broader/more complex roles and expectations related to preparing or taking on a new role (e.g., mobility)

Note: If you determine that the decision to classify the individual as Top Talent was based on incorrect assumptions, you can explore changing that classification; however, you will need to re-calibrate any decision changes and inform Talent Management of those changes.

• You were classified as Top Talent based on your exceptional long-term performance and the belief that you have the potential to advance to a significantly broader/more complex role within 24 months. I will help you prepare for this if you share interest in this advancement.

• Your work is so important to me and to Trinity Health because ______ (provide specific recognition examples).This is why I chose this classification for you ______ (provide specific examples).

• You have been identified as one of the potential successor for __________ role (if applicable).

• I believe this is the correct Talent Classification for you currently. This was validated with my peers and leader, and they concur.

• Being identified as Top Talent means that you are interested in a significantly broader/more complex role and that you are willing to take on additional responsibility to get there.

o Is this true for you? Are you interested in a broader/more complex role?

o Are you willing to take on additional responsibility and development to prepare you for a broader/more complex role?

o What if that role required relocation? Note that advancement opportunities are greater for those who are mobile.

Discuss possible next positions • Validate positions of interest to the person

• Brainstorm additional positions, even those that do not currently exist but might be expected as the strategic plan continues to be implemented

• If identified as a successor, confirm interest in that role(s)

• I believe that you would be primed for _____ types of positions. Do you agree?

• Based on where Trinity Health is going, what other positions do you think might be created in the future?

• What other types of positions interest you?

Level set expectations • This is not a guarantee of continued

employment or promotion

• There are typically multiple successors determined for different purposes (e.g., emergency interim, ready now, ready

• Being identified in the leadership talent pool or as a potential successor does not guarantee that you will receive a promotion or a specific role or guarantee your continued employment with Trinity Health.


soon, ready later) so future openings will continue to be competitive

• Talent Classifications are regularly reassessed and often change due to changes in performance and potential or personal preference or changes in organizational talent needs

• Remaining in the Top Talent classification requires continued exceptional performance and full commitment to development

• Talent Classifications are fluid and often change once a broader/more complex role is attained because the level of expectation for future roles will be higher

• Strongly encourage confidentiality regarding Talent Classifications

• There are often multiple successors identified for a single role, making your continued exemplary performance and potential sustainment critical.

• Your Talent Classification is a snapshot in time about how you're perceived right now. The classification can change, and is formally reassessed annually. Classifications often change based on personal preference or organizational changes.

• To remain classified as Top Talent you must continue to achieve exceptional performance, fully commit to and value development, and continue to follow Trinity Health's Policies and Code of Conduct.

• Talent Classifications are regularly reassessed and a person's classification will change over time as they are fluid by definition (e.g., someone promoted is moved from Top to Emerging, someone is moved from Top to Valued because of organizational changes or personal preference).

• Your classification is not public knowledge and will not be shared with your peers. Remember that not everyone was given a Talent Classification and that classifications change. For that reason, I recommend you keep your Talent Classification confidential.

Make a co mmitment for what you will do and affirm his/her accountability

• Your commitment as their leader is to support their movement, support targeted development opportunities, and facilitate their movement

• Reinforce that development is owned by the colleague

• Trinity Health is committed to partnering with the colleague on their movement and development journey by providing resources and opportunities

• The Talent Sponsorship Group (TSG) is a group of senior operational, HR, and Mission executives accountable for ensuring Top Talent advances

• My commitment is to help you identify development opportunities targeted at getting you to the next role and advocating on your behalf to move to a substantially broader/more complex role, ideally within the next 24 months.

• Ultimately, you own your development. While I support you, you are responsible for determining your development journey.

• Trinity Health's Talent Management team will also provide additional resources to foster your movement in the system and to provide career path specific development opportunities for you.

Trinity Health has a Talent Sponsorship Group (TSG) comprised of senior operational, HR, and Mission executives charged with advocating on behalf of Top Talent to foster their movement. The TSG advocates for classified talent as executive positions come available. You may be proactively contacted about potential positions of interest to you based on your Top Talent classification.


Plan i nitial development • Identify what is needed for the colleague to

be ready for the next role

• Connect the colleague with resources as necessary for them to develop and implement their development plan

Note: Further formal development opportunities will be announced by Trinity Health, but brainstorming and acting on development needs shouldn't wait for formal programs – they should be engaged sooner if the need for them is clear.

• How should you think about the development you might need to prepare you for the next role? Specifically:

o Experiences (e.g., stretch assignments, job rotation/shadowing, projects, community outreach/leadership) (Should be ~70% of development plan)

o Exposure (e.g., coaching, mentorship, venues, teaching others, site visits, 360 feedback, psychometric assessments) (Should be ~20% of development plan)

o Education (e.g., formal internal or external classes) (Should be ~10% of dev plan)

• How can you engage in this sort of development?

• Who can help?

Establish next steps • Commit to checking in regularly on the

movement and development plan and reinforce joint accountability

• Thank the person for their contribution to Trinity Health and congratulate them on their Top Talent classification

• I want to support you in your future endeavors. I suggest that we check-in on your development and movement plans quarterly.

• Please schedule these conversations so we regularly review your development progress.

• Thank you for your contribution to Trinity Health. Your exemplary performance has made you a key asset to the organization and I look forward to helping you along your career path.


EMERGING TALENT TALKING POINTS SALIENT POINTS FOR EMERGING TALENT SUGGESTED SCRIPT

The purpose of this Talent Discussion is to: • Describe our approach to Talent

Management


















SALIENT POINTS FOR EMERGING TALENT SUGGESTED SCRIPT system level and entails on-going communication between managers and colleagues to ensure goals are consistently met in an effective and efficient manner. While both functions are essential to Trinity Health's success, Talent Management limits its focus to identifying leaders for current and future executive level positions.


Discuss their attributes and impact • List the attributes of their specific

leadership behaviors


• You've consistently exceeded expectations and proven your operational expertise during the past ___ years, especially as demonstrated by your work on ______.


• You have achieved extraordinary results during the past ___ years as demonstrated by your work on ______.

• You've demonstrated strong leadership skills and showed great potential to take on a new role during the ______ project.

• You're a quick learner who constantly seeks new opportunities and challenges as demonstrated during you work on ______.

• You relate well and make yourself available to others both inside and outside of the organization as demonstrated by your positive interactions with _____.


SALIENT POINTS FOR EMERGING TALENT SUGGESTED SCRIPT Tell the person their Talent C lassification

• Emerging Talent Classification is high performance and likely high potential that needs to be explored more

• Recognize the leader for their contributions • Explain the basis by which the

classification was chosen. • Validate your assumptions that led you to

the Emerging classification

• Emerging Talent is provided focused development to deepen our understanding of their potential and career aspirations


• Validate interest in this classification or new substantially broader/more complex roles and expectations related to preparing or taking on a new role (e.g., mobility)

Note: If you determine that the decision to classify the individual as Emerging Talent was based on incorrect assumptions, you can explore changing that classification; however, you will need to re-calibrate any decision changes and inform Talent Management of those changes.

• You were classified as Emerging Talent based on your exceptional long-term performance and the belief that you may have the potential to advance to a significantly broader/more complex role in the future.

• Your work is so important to me and to Trinity Health because ______ (provide specific recognition examples).

• This is why I chose this classification for you ______ (provide specific examples).

• We will provide you with focused development to deepen our understanding of your potential and career aspirations if you share interest in this advancement.

• I believe this is the correct Talent Classification for you currently. This classification was validated with my peers and leader, and they concur.

• Being identified as Emerging Talent means that you are interested in a significantly broader/more complex role and that you are willing to take on additional responsibility to get there.

o Is this true for you? Are you interested in a broader/more complex role?

o Are you willing to take on additional responsibility and development to prepare you for a broader/more complex role?

o What if the role required relocation? Note that advancement opportunities are greater for those who are mobile.

Discuss career aspirations • Specific positions are typically not

identified for Emerging Talent; rather, we want to determine their career aspirations at this point

• Discuss long-term career paths ensuring commitment is made to a single career path in order to focus development

• Explore possible future assessment and development opportunities

• We don't know exactly what positions would be of interest to you right now. What are your career aspirations? Where do you want to go? What types of positions interest you?

• Do you have multiple career paths in mind? If so, are you at a stage in your career where you need to focus on one path? In any event, we need to identify one career path to drive focused development plans.

• What types of development opportunities are of interest to you?

• Would you be interested in participating in formal and informal assessments in order to gain further insight into your strengths and areas of development?


SALIENT POINTS FOR EMERGING TALENT SUGGESTED SCRIPT Level set expectations

• This is not a guarantee of continued employment or promotion

• There are typically multiple successors determined for different purposes (e.g., emergency interim, ready now, ready soon, ready later) so future openings will continue to be competitive

• Talent Classifications are regularly reassessed and often change due to changes in performance and potential or personal preference or changes in organizational talent needs

• Remaining in the Emerging Talent classification requires continued exceptional performance and full commitment to development

• Talent Classifications are fluid and often change once a broader/more complex role is attained because the level of expectation for future roles will be higher


• Being identified in the leadership talent pool or as a potential successor does not guarantee that you will receive a promotion or a specific role or guarantee your continued employment with Trinity Health.

• There are often multiple successors identified for a single role, making your continued exemplary performance and potential sustainment critical.

• Your Talent Classification is a snapshot in time about how you're perceived right now. The classification can change, and is formally reassessed annually. Classifications often change based on personal preference or organizational changes.

• To remain classified as Emerging Talent you must continue to achieve exceptional performance, fully commit to and value development, and continue to follow Trinity Health's Policies and Code of Conduct.

• Talent Classifications are regularly reassessed and a colleague's classification will change over time as they are fluid by definition (e.g., someone promoted moved from Top to Emerging, someone is moved from Top to Valued because of organizational changes or personal preference).

• Your classification is not public knowledge and will not be shared with your peers. Remember that not everyone was given a Talent Classification and that classifications change. For that reason, I recommend you keep your Talent Classification confidential.

Make a commitment for what you will do and affirm his/her accountability

• Your commitment as their leader is to support their movement, support targeted development opportunities, and facilitate their movement


• Explain what assessment and development is

• Trinity Health is committed to partnering with the colleague on their movement and development journey by providing resources and opportunities

• My commitment is to help you identify assessment and development opportunities targeted at getting you to the next role.

• Assessment is about better understanding yourself and how you're perceived. Assessment is used to determine areas where you want to develop.

• Ultimately, you own your development. While I support you, you are responsible for determining your development journey.

• Trinity Health's Talent Management team will also provide career path specific development opportunities for you.


SALIENT POINTS FOR EMERGING TALENT SUGGESTED SCRIPT Plan initial development

• Identify what is needed for the colleague to be ready for the next role

• Connect the colleague with resources as necessary for them to develop and implement their development plan

Note: Further formal development opportunities will be announced by Trinity Health, but brainstorming and acting on development needs shouldn't wait for formal programs – they should be engaged sooner if the need for them is clear.

• How should you think about the assessment and development you might need to prepare you for the next role? Specifically:



o Education (e.g., formal internal or external classes) (Should be ~10% of development plan)

• How can you engage in this sort of development? • Who can help?

Establish next steps

• Commit to checking in regularly on the development plan and reinforce joint accountability

• Thank the person for their contribution and congratulate them on their Emerging Talent classification

• I want to support you in your future endeavors. I suggest that we check-in on your development plans quarterly.

• Please schedule these conversations so we regularly review your development progress.

• Thank you for your contribution to Trinity Health. Your exemplary performance has made you a key asset to the organization and I look forward to helping you along your career path.


VALUED TALENT TALKING POINTS SALIENT POINTS FOR VALUED TALENT SUGGESTED SCRIPT

The purpose of this Talent Discussion is to: • Describe our approach to Talent

Management
















• Talent Management anticipates and plans for the talent Trinity Health will require to be successful. In partnership with other functions within Human Resources, it seeks to attract, develop, motivate, and retain current and future leaders. In contrast, Performance Management is a systematic approach to involving colleagues, as individuals or groups, in accomplishing Trinity Health's strategic and operational objectives. It focuses on the current performance for all colleagues at the system level and entails on-going communication


SALIENT POINTS FOR VALUED TALENT SUGGESTED SCRIPT between managers and colleagues to ensure goals are consistently met in an effective and efficient manner. While both functions are essential to Trinity Health's success, Talent Management limits its focus to identifying leaders for current and future executive level positions.


Discuss the ir attributes and impact • List the attributes of their specific

behaviors


• You've consistently exceeded expectations and proven your operational and leadership expertise during the past ___ years, especially as demonstrated by your work on ______.


• You relate well and make yourself available to others both inside and outside of the organization as demonstrated by your positive interactions with _____.

• You've demonstrated strong leadership skills and shared your operational expertise during the ______ project.

Tell the person their Talent C lassification

• Valued Talent classification is high performance and highly capable, high-achieving, highly valued talent

• Recognize the leader for their contributions • Explain the basis by which the

classification was chosen. • Validate your assumptions that led you to

the Valued classification

• You were classified as Valued Talent based on your exceptional long-term performance and because you are seen as highly capable, high-achieving, and highly valued.

• Your work is so important to me and to Trinity Health because ______ (provide specific recognition examples).

• This is why I chose this classification for you ______ (provide specific examples).


SALIENT POINTS FOR VALUED TALENT SUGGESTED SCRIPT • The colleague doesn't necessarily have

advancement potential at the present time and why that was determined

• Reinforce how crucial the person is to retain


Note: If you determine that the decision to classify the individual as Valued Talent was based on incorrect assumptions, you can explore changing that classification; however, you will need to re-calibrate any decision changes and inform Talent Management of those changes.

• Having said that, there doesn't appear to be advancement potential for you at the present time because (discuss all that apply):

o You've indicated you don't want a broader/more complex role.

o Your choice to not relocate presents limited opportunities for you.

o You're operating at the top of your profession and the only advancement opportunity would be to expand to another expertise area.

o The organization doesn't need a more advanced role than the one you have in your area.

o You have indicated that you're satisfied in your current space.

o Other?

• Even so, Trinity Health is committed to retaining you because you are seen as vital to the success of the organization. We want to motivate you to stay.

• I believe this is the correct Talent Classification for you currently. This classification was also validated with my peers and leader, and they concur.

• Being identified as Valued Talent means that you are critical to Trinity Health's success and that you intend (at least for now) to stay in your current role.

o Is this true for you? Are my assumptions in alignment with your understanding?

Explore what motivates them • Brainstorm how we can encourage the

person to stay through assignments and work that will keep them motivated and engaged

• What kinds of things will keep you engaged?

• What kinds of assignments would sufficiently challenge you and motivate you to stay?

• What would keep you happy here?

Level set expectations • Talent Classifications are regularly

reassessed and often change due to changes in performance and potential or personal preferences or changes in organizational talent needs

• This is not a guarantee of continued employment or promotion

• Your Talent Classification is a snapshot in time about how you're perceived right now. The classification can change, and is formally reassessed annually. Classifications often change based on personal preferences or organizational changes. We will reassess this classification formally annually.

• Your Talent Classification is not a guarantee of continued employment with Trinity Health and you


SALIENT POINTS FOR VALUED TALENT SUGGESTED SCRIPT • Strongly encourage confidentiality

regarding Talent Classifications

must continue to follow Trinity Health's Policies and Code of Conduct.

• Your classification is not public knowledge and will not be shared with your peers. Remember that not everyone was given a Talent Classification and that classifications change. For that reason, I recommend keep your Talent Classification confidential.

Make a commitment for what you will do and affirm his/her accountability

• Describe your commitment as his/her manager is to encourage their retention

• Explain that Trinity Health is committed to establishing ways to encourage retention

• My commitment is to arrange challenging and engaging work that motivates you to stay.

• Trinity Health will also establish retention programs to encourage you to continue contributing to the success of our organization.

Establish next steps • Thank the person for their contribution to

Trinity Health and congratulate them on their Valued Talent classification

• Confirm reassessment and other development plans

• Thank you for your contribution to Trinity Health. Your exemplary performance has made you a key asset to the organization.

• As we talked about today, Talent Classifications are reassessed annually. In the meantime, we will continue to work on the development areas we discussed.


CLASSIFICATION YET TO BE DETERMINED TALKING POINTS SALIENT POINTS FOR TBD TALENT CLASSIFICATION SUGGESTED SCRIPT The purpose of this Talent Discussion is to:

• Describe our approach to Talent Management












Note: See the "Talent Discussion Guide" for additional detail about how Performance and Potential was assessed in FY16.






SALIENT POINTS FOR TBD TALENT CLASSIFICATION SUGGESTED SCRIPT system level and entails on-going communication between managers and colleagues to ensure goals are consistently met in an effective and efficient manner. While both functions are essential to Trinity Health's success, Talent Management limits its focus to identifying leaders for current and future executive level positions.


Discuss their attributes and impact List the attributes of their specific behaviors

To determine your Talent Classification, I reflected on your attributes and accomplishments, including things like ______ (discuss all that apply):

• You've met expectations for your operational and leadership expertise especially as demonstrated by your work on ______.

• You're competent in in leading your team in a way that reflects our values. Specifically, I have observed this when you ______.

• You have the ability to excel in your ______ functional expertise as demonstrated by your work on ______.

Tell the person their Talent C lassification

• This colleague's Talent Classification is yet to be determined at this time

• Explain the basis by which the classification was chosen

• The colleague doesn't necessarily have advancement potential at the present time and why that was determined

• Reference previous performance conversations

• Recognize the leader for their contributions • This classification was validated with

others (e.g., via calibration session), if applicable

• Your classification in the leadership talent pool in FY16 is yet to be determined because (discuss all that apply):

o Too New: Exceptional performance must be experienced over a long period of time, so those new to the organization or new to their role can't be classified.

o New to Role: Those who recently filled a substantially broader/more complex role have higher expectations, and are therefore re-classified.

o Performance: A threshold to any Talent Classification is exceptional performance over a long period of time. You're a solid/low performer, but you do not meet the exceptional standard.


SALIENT POINTS FOR TBD TALENT CLASSIFICATION SUGGESTED SCRIPT • Validate your assumptions that prevented

you from assigning another classification at this time while reinforcing your desire for the person to stay with Trinity Health

Note: If you determine that the decision to not classify the individual was based on incorrect assumptions, you can explore changing that classification; however, you will need to re-calibrate any decision changes and inform Talent Management of those changes.

o During your previous performance conversation we discussed ______ (provide specific examples).

o Critical Position: Many colleagues have exemplary performance, but only those in roles deemed to be critical leverage positions are assigned to the Valued Talent classification.

o Potential: While your performance consistently meets or exceeds expectations, I don't believe you currently have potential for a broader/more complex role due to additional improvement opportunity related to:

� Agility (self-awareness, continuous learning, proactive, inquisitiveness)

� Ability (well-rounded functional and leadership skills)

� Relationships (supportive and productive relationships with others and high emotional intelligence)

� Aspiration (continually seeking new challenges, interested in new things, willing to relocate)

o You have indicated that you're satisfied in your current space and not looking for a broader/more complex role.

o Other? • Your work is so important to me and to Trinity

Health because ______ (provide specific recognition examples).

• I believe not identifying a Talent Classification for you currently is the correct determination. This classification was validated with my peers and leader, and they concur.

• I respect your contribution to Trinity Health and I hope you intend (at least for now) to stay in your current role.

o What do you think of this? o Are my assumptions in alignment with your

understanding/aspirations? If not, how do we rectify this?


SALIENT POINTS FOR TBD TALENT CLASSIFICATION SUGGESTED SCRIPT Level set expectations

• Talent Classifications are regularly reassessed and often change due to changes in performance and potential or personal preferences or changes in organizational talent needs

• Explain other development opportunities at Trinity Health are still available


• Your Talent Classification is a snapshot in time about how you're perceived right now. The classification can change, and is formally reassessed annually. Classifications often change based on personal preferences or organizational changes. We will reassess this classification formally annually.

• Trinity Health offers many development programs for those not in the leadership talent pool. Classified talent is simply offered development targeted at advancing them to the next role. Your classification is not public knowledge. It is confidential information that will not be shared with your peers. For that reason, I recommend you keep your Talent Classification confidential.

Discuss career aspirations • Discuss where the person wants to go with

their career and clearly state what you can and will do to support that career path

• How would you like to be regarded next year?

• What could we do differently this year that would get you viewed differently next year?

• Where would you like to see your career go?

• How can I help you start down that path?

• What development would help you?

Plan initial development • Brainstorm what development is desired • Connect the person with resources as

necessary for them to develop and implement their development plan


• How should you think about the assessment and development you might need? Specifically:



o Education (e.g., formal internal or external classes) (Should be ~10% of development plan)

• How can you engage in this sort of development? • Who can help?

Ultimately, you own your development. While I support you, you are responsible for determining your development journey.


SALIENT POINTS FOR TBD TALENT CLASSIFICATION SUGGESTED SCRIPT Establish next steps

• Thank the person for their contribution to Trinity Health and reinforce your desire to keep them on the team

• Confirm reassessment and other development plans

• Thank you for your contribution to Trinity Health. There are lots of opportunities for your future at Trinity Health. I look forward to exploring those with you.

• As we talked about today, Talent Classifications are reassessed annually. In the meantime, we will continue to work on the development areas we discussed.

APPENDIX A FOR REFERENCE: DOCUMENT USED DURING INIT IAL TALENT ANALYSIS DISCUSSION

� Tool: Talent Analysis Discussion Guide TALENT 'S NAME: TALENT 'S TITLE:

DISCUSSION DATE: APPENDIX: T ALEN T DISCUSSION GUIDE TOOL

QUESTIONS NOTES & DEVELOPMENT PLAN

Cur

rent

Per

form

ance

Past Performance: Does the colleague have a strong record of high past performance?

• What level of performance did this person have over the last 3 years? Were results delivered?

• Has this person been operationally competent?

• Has this person balanced functional expertise with an overall understanding of the business?

• What extraordinary work was achieved in the last 3 years?

• How well were teams led (internal & external)?

• Does this leader live our values? Do they care for themselves? Do they care for others? Do they care for those we serve? Do they hold others accountable to do the same?

Pot

entia

l Fut

ure

Per

form

ance

Agility: Does the colleague have the potential to take on a new role?

• Is this person self-aware of their strengths and opportunities and do they learn from their mistakes?

• Is this person proactive?

• Does this person have adequate inquisitiveness and intelligence for the new role?

Ability: Does the colleague have the ability to take on a new role?

• Does this person have strong functional skills?

• Does this person have strong leadership skills?

• Is this person's skillset well rounded?

• Is this person a quick learner?

Relationships: Does this colleague have the necessary relationship building skills to take on a new role?

• Does this person relate well to others inside and outside of the organization at all levels?

• Do others see this person as supportive?

• Is this person emotionally intelligent? Non-defensive & open? Aware of the emotions of others? Available to others? Able to check their ego?

Aspiration: Does this colleague have the drive and desire to take on a new role?

• Does this person continually seek new challenges?

• Is this person willing to do whatever it takes to succeed?

• Is this person willing to relocate (if necessary)?

• Is this person interested in this role?

FINAL TALENT CLASSIFICATION ☐ Top ☐ Emerging ☐ Valued ☐ None

Successor? ☐ Yes ☐ No If yes, for what role/who?

TOP TALENT Individuals in designated leadership roles who are exceeding expectations based on current assessment practices at the System, RHM or individual ministry level. They are seen as being capable of advancing to a significantly broader/more complex role and their organization is committed to preparing them for this.

The organization commits to provide development opportunities and facilitate movement into broader/more complex roles where appropriate

EMERGING TALENT High-performing individuals with clear advancement potential for leadership roles whose future roles cannot yet be determined. The focus of their development is to deepen our understanding of their potential and their career aspirations emphasizing our commitment to making a long-term investment in their development.

The organization commits to provide on-going assessment and development opportunities VALUED TALENT Individuals who consistently exceed expectations on current assessment practices. They are highly capable, high-achieving, highly valued talent who don’t necessarily have advancement potential at the present time but whom are crucial to retain.

The organization commits to provide on-going development opportunities Note: Some Talent will not be classified at all. This may not be a bad thing. Remember that the intent of classification is to prioritize who we will focus on for Talent Management activities. We do not have the resources to provide those services to all leaders. If you assign a talent classification to a direct report, make sure you can authentically make the commitment above to that person. Some reasons why people may not have any Talent Classification include:

• They are too new to assess performance (remember that for any of the Talent Classifications we are seeking people with exceptional performance over an extended period of time).

• Their role is important, but not critical to the survival of the organization (remember that "Valued Talent" are people in roles that are critical and therefore crucial to retain).

• Their performance is good, but not exceptional.

Analyze Talent

Classify Talent

Identify Leverage Critical Positions

Plan Succession

Calibrate Talent

Socialize Talent Decisions

Discuss with Talent

Broker Talent

Facilitate Classified Talent

Documents

Tool: Talent Discussion Talking Points for Managers · Trinity Health Talent Discussion Talking Points for Managers Page 2 of 26 Once you are ready to have Talent Discussions with