Presentation on theme: "Developing Our Leaders – Creating a Foundation for Success"— Presentation transcript:
1 Developing Our Leaders – Creating a Foundation for Success
2 Building Leadership Capability UMHS Strategic PlanFuture Leadership Requirementsinterventionsto fill the gapsCurrentLeadershipCapabilitiesIdentifyAssessInterventions to fill theGapsDesignDesignThe on-going cycle of assessing leadership capabilities and identifying future requirements is based on our business strategy and using our systems and processes to fill the gaps.Systems and processes include such things as Behavioral Based Interviewing with questions based on assessing the candidate’s ability in selected competencies (such as Coaching, Problem Solving, Aligning Culture, etc.).Other processes include Performance Management, where competencies are associated with specific tasks/activities/goals that the leader must accomplish during the year, and an Individual Performance Plan is created to help the leader develop competence in areas that are gaps, or strengths to be maintained, or would lead to a new position.
3 UMHS Leadership Development Talent BuildingSuccessionPlanningFaculty/StaffDevelopmentPerformanceManagementLeadership Philosophy& Strategic GoalAlignmentLeadership CompetenciesCompensation and RewardsThe systems and processes which are used to fill the gaps.Case for Change:Are your decisions about talent made withthe same rigor, logic and strategicconnections as your decisions aboutmoney, technology and services?Goal:To create a leadership competency model whichwill be applicable across all the components of our mission,will resonate with all administrative and faculty leadership groups within UMHS, andis aligned with the UMHS Strategic Goals.
4 UMHS Leadership Development Talent Building – Interview and hire leaders based on demonstration of the competenciesPerformance Management – Identify competencies to enhance current and future performance, and align behaviors with outcomesDevelopment – Provide training, coaching, work assignments to learn or expand skillsSuccession Planning – Identify competencies required for success and match with talent pool
5 Competency - Definition A characteristic and measurable pattern of knowledge, skill and ability, demonstrated through behaviors, which underlies and drives exceptional performance.When we define competency, we are going tousing the Linkage definition since their workrevolves around their definition. Here you cansee it is a combination of knowledge, skill andability which is demonstrated through specificbehaviors. The focus is on those behaviorswhich result in Superior performance – alwaysgoal.There are certainly other ways to define acompetence, however we will be using thisdefinition so that everyone is on the samepage.
6 Primary Goal To establish leadership competencies which will be applicable across all the components of our mission,will resonate with all administrative and faculty leadership groups within UMHS, andare aligned with the UMHS Strategic Goals.This leads to our primary goal for the Model.
7 Mark Hannum - Consultant Leadership Development-Organi-zational ChangeHuman Resource SystemsLinkage Professional ServicesA single slide to give some background and information on Linkage.We have a history with Linkage – GILD, etc.Their primary business is Leadership Development.They allow for customization of their products.They are tuned into Lean thinking and principles.
8 Focus Groups Web Survey Interviews Focus Groups with stratified cross-section of leadersMarch 27th, 28th; April 19th, 30th100 leaders participated, 4 FacultyInterviewsBegan March 16th90 interviews57 (62.6%) FacultyWeb Based SurveySent to 5,000 staff with over 2,000 responsesResponses proportionate to our faculty/staff21% faculty78% female
9 Definition of Leadership Leadership at UMHS is the ability to achieve exceptional results by transforming the organization and developing people to create the future.Vision: To Create the Future of Healthcare Through Discovery
10 Guiding Principles of Leadership Leaders build consensus on and communicate clear, institutionally-aligned and challenging direction.Leaders recruit, develop, mentor and engage teams of collaborative, talented people.Leaders include and respect all individuals and groups.Leaders encourage intelligent risk taking
11 Guiding Principles, cont. Leaders encourage thoughtful experiments in everyday work to foster innovative and creative initiatives.Leaders go see to gain first-hand knowledge of their organization’s processes and problems.Leaders ask ‘why’ to learn more about causes of problems in order to mentor others’ problem solving.
12 Guiding Principles, cont. Leaders understand that the health and safety of our patients, faculty, staff and students are the heart of our work.Leaders demonstrate the highest level of integrity and ethics in all they do and say.Leaders understand market and industry trends, championing business initiatives and relationships to remain market competitive.
13 Creating the Future of Health Care Through Discovery VALUESMISSIONCreates Value for Those We ServeVisions and InnovatesLeads ChangeMISSIONCreates Value for the Diverse Communities We ServeCreates a Shared VisionLeads Innovation & ChangePEOPLEFosters & Promotes Diverse TeamsCollaborates & Builds Inclusive RelationshipsCoaches & Develops OthersVALUESEXECUTIONAchieves ResultSolves ProblemsAligns CultureSELFAdaptsActs with Courage & ConfidenceCommunicatesEXECUTIONAchieves ResultsSolves ProblemsAligns Culture
14 Mission DomainUMHS leaders demonstrate institutional responsibility placing UMHS goals as primary. They speak openly and with conviction about their guiding vision and values. They put those whom they serve (patients, families, staff, faculty, learners, etc.) first, leading change to promote equity and inclusion for all.
15 Mission Creates Value for the Diverse Communities We Serve Creates a Shared VisionLeads Innovation & Change
16 People DomainUMHS leaders recruit, select, train, develop, and manage people. They engage people to evoke excellence in all they do. They encourage people to practice healthy behaviors. Leaders build leaders. Leaders build teams with common goals and interdependence.
17 People Fosters & Promotes Diverse Teams Coaches and Develops Others Collaborates and Builds Inclusive RelationshipsCoaches and Develops Others
18 Execution DomainUMHS leaders are strong in achievement and practice what they teach. They go and see to grasp the situation or problems. They plan experiments to achieve results based on root causes. They check and adjust regularly.
20 Self DomainUMHS leaders are emotionally intelligent and practice self-reflection. They are aware of their guiding values, and their biases. They assume they do not know the best course of action. They can break down a complex situation into manageable chunks. Leaders model healthy behaviors.
21 SelfAdaptsActs with Courage and ConfidenceCommunicates
22 Professional Development Planning Tools Individual Development PlanLeadership Development programs360° Feedback ProcessPerformance Planning ProcessInterviewing Guides
23 360º Assessment & Feedback Linkage to customize 360º assessment tool in Fall 2013Identify leaders for phased implementation in FY2014Identify and train HR Consultants as Feedback Facilitators by end of 1Q2014Establish schedule for FY2014Use new instrument in Linkage Leadership Institute by Spring 2014
24 What Do I Do? Familiarize yourself with the Model Assess yourself in each of the CompetenciesReview your Performance PlanAlign Competencies with your KARsComplete your Development PlanDiscuss with your supervisor and trusted advisor(s)Implement an agreed upon planHelp your leader direct reports complete their Development Plans
25 Resources HR Website/Confluence Leadership Performance Plan & EvaluationLeadership Development PlanJob Responsibilities (KARs) by level of supervision - GenericSample activities and behaviors by CompetencyLeadership Competency ToolkitBehavioral Based Interview Guide