Leading Age November 2015 Talent Managemen t

Presbyterian Senior Living  88 Years old  5000 Clients/Residents Annually  3000 employees  PA, MD, DE, OH  32 Campuses  CCRC  Assisted Living  Independent Living  Home Care  Adult Center  Affordable Housing

Talent Management at PSL  Mission Critical to ensure ongoing success  Talent Management/Leadership Development within PSL  Our Journey  Progress  Learning  Future

PSL Culture  Mission Oriented  Significant Growth  Stable Leadership  3 CEOs in 88 years  112 Years of Service between CEO, COO, CFO & SVP–CR  Average LOS of Next Level Corp Leaders 18 Years  Executive Director LOS 11

Stability of Leadership Source: 2013 Zeigler CFO Hotline Survey

Industry Loss of Expertise Source: 2014 LeadingAge CEMO Leadership Compensation Survey

Recruitment Challenges  Fewer qualified candidates  Executive Director  NHA  Director of Nursing  Salaries increasing  Retention of excellent staff paramount

Retention Strategy  Professional Growth  Cultural Fit  Positive and Supportive Environment

Board Discussion  Governance Discussion  Board concern about loss of institutional knowledge and impact on culture  Succession Planning  Continuity of leadership beyond C Suite “bench strength”

Where to start? Clearly define the goal: Develop talent to assure leadership stability of PSL Not succession planning in typical sense No lines of promotion or promises of position

The Journey Many options  Management consultants  Software  Pre-packaged programs

The Journey  Selected a management consultant to assist PSL in developing our own program  A modest proposal  No cookie cutter program  No new bureaucracy  Not an HR “thing”  A personalized approach

The Journey  Seek Input from all stakeholders  Board – Survey - Senior Management Interviews  Engage many levels of leadership in discussion – Round tables  Develop a model program  Allocate resources  Present to board

PSL Talent Management Program Defining the Program  Number of participants  Start small  How long is the program?  Started with one year  Added a second  And a third……….

PSL Talent Management Program Selection  Nomination—not self application  Criteria  Assessments

The People  A 5 person cohort  Represent a range of skills, styles, from all facets of the organization  Group is designed to learn from each other  Group expands knowledge of how PSL runs  Group bonds as professionals

PSL Talent Management Approach  Set proper tone and expectations of group  An educational and developmental experience  Not a promise of promotion

Cohort Profiles Year 1 Operations VPs – Controller - Executive Directors Year 2 Corporate Director - Operations Corporate Support Executive Directors - Director of Nursing Year 3 Affiliate Controller Operations Corporate Support - Executive Director Assistant Executive Director - Director of Nursing

PSL Talent Management Program Components  Leadership education  Group Project  Personal professional development  Mentors

Leadership Education  Commitment of CEO  Educational sessions  Books/Readings  Discussion  Participation of Senior Staff  Time  Expertise

Year One Education  Organizational Exploration  In depth corporate structure  Operations  Product Lines  Strategy  Financial structure  Financing  Reimbursement  Corporate Support  Legal  HR  Mission Support

Personal Development  Review assessments  Develop Personal vision of leadership  Develop personalized plan to  Strengthen skills  Expand Knowledge of organization and profession  Develop new professional interests

Resources  Formal Education  Seminars  Experiential  Internal cross education  Outside coaching

Monitoring Progress Monthly coaching sessions  Check in on progress  Help overcome obstacles  Provide resources

The Project Make it meaningful!  Identify a current issue and ask group to make a recommendation for a solution  No skill advantages  Group has to exchange knowledge to succeed  Advise, support but not interfere  Present to the Board

The Projects Year 1 Project Redesign the building development process From Concept to ground breaking Year 2 Project Recommend a new resident centered technology

Cohort Develops the Project Plan  Gathered information  PSL Stakeholders  Architects, contractors, engineers  Leaders of other organizations  Technology experts  Site visits  Product Demos  Developed concept  Outlined a Process

Resources/Support  Facilitated Introductions  Supported Travel  Cohort Retreat

Mentors  Assigned from one cohort to the next  Complementary skills/personalities  Share Development Plan  Monthly meetings/calls  Professional guidance/advice  Support group project  Training provided to both mentors and mentees

Talent Management Year 2  In depth discussion on  Strategy  Governance  Development of personal leadership and decision making style  Continue Personal Professional Development Plan  Act as Mentor

Talent Management Year 3 Back by popular demand!  Continue to foster learning  Ability to observe cohort and the impact of Talent Management program on performance, leadership ability and professional growth  (Assessments done each year and reviewed with individual)

And Beyond………. The long term goal is for the cohorts to remain together as self guided learning groups. -Books- -Discussions- -Support-

Results  Personal development has produced improved and more well rounded performance  Refine pool of potential leaders  Retention of exemplary staff  Development of deeper intra-company relationships  Organizational goal of internal growth

What would we do differently?  Realize that one year is not enough  More defined structure to personal professional development plans  Realize the time commitment of both PSL leaders and participants

Thank You!