1. Dr. William J. Rothwell Dr. Christina Barss Aileen G. Zaballero, MS, CPLP

3. Aileen G. Zaballero, MS, CPLP Aileen G. Zaballero, MS, CPLP William J. Rothwell, Ph.D., SPHR, CPLP Fellow William J. Rothwell, Ph.D., SPHR, CPLP Fellow Christina Barss PhD Christina Barss PhD

4. Review Global Talent trends Clarify why Succession Planning important to healthcare Define key terms Succession Planning Replacement Planning Review current practices in healthcare Build a business case for succession planning in healthcare © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com AGENDA

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7. TAKE AWAY FROM TEDTALK “New technologies will simultaneously replace low-skilled jobs and create high- skilled ones” “60% of high-skilled workers are willing to work abroad” “The US is one of the least mobile countries, but it's the most preferred place to work” 7

9. TRENDS PREDICTED TO IMPACT TALENT IN THE NEXT FIVE YEARS Need for an innovative workforce More flexible Organizations to adapt to the rapidly changing world Changes in the skills needed to be successful in the workplace of tomorrow Employees demanding more of their employers An increase in the strategic responsibility held by those responsible for talent initiatives

10. Impact employability Brand impact talent Need for global flexibility Virtual teams Agile solutions Special groups Technology Talent pipeline challenges New to developing talent Need for new talent Interdependent world

14. WHY TALK ABOUT SUCCESSION PLANNING in HEALTHCARE? 14

15. TOP ISSUES FACING HOSPITALS Population health Shifting from volume to value-based reimbursement Regulatory demands Infection control, especially in light of Ebola Demonstrating the value of M&A to consumers Truly integrating systems Overspecialization of the physician workforce and questions over the physician shortage Hospital closures Reimbursement rate differences Data, data everywhere Source: http://www.beckershospitalreview.com/hospital-management-administration/10-challenges-and-opportunities-for-hospitals-in-2015.html

16. HEALTHCARE TRENDS IN SUCCESSION PLANNING Time-to-retirement among healthcare leaders shortening Overall organizational leadership vulnerability on the rise Interim vs. permanent appointments increasingly common Leadership roles increasingly must be split Leadership readiness for next role has dropped Source: http://www.beckershospitalreview.com/hospital-management-administration/is-your-leadership-vulnerable-5-trends-for-succession-planning.html

17. KEY QUESTIONS ASKED IN HEALTHCARE ABOUT SP Who is responsible for identifying the CEO’s successor? How should hospitals pick successors? Is it preferable to have one or multiple candidates for the CEO position? When should the CEO’s successor be named? What kinds of development experiences are structured for successors? How can a hospital retain talented leaders who will be prepared to take the CEO’s position when that individual leaves? Should succession planning occur elsewhere in the organization?

18. WHAT IS SUCCESSION PLANNING? 18

20. REPLACEMENT PLANNING VS. SUCCESSION PLANNING Replacement planning focuses on finding backups in case of emergency Succession planning focuses on developing people for greater responsibility or more challenging technical work Replacement planning focuses on finding backups in case of emergency Succession planning focuses on developing people for greater responsibility or more challenging technical work

21. TOOL TO SUPPORT REPLACEMENT PLANNING

22. What is your organization doing strategically to attract, develop and retain talent? What are you doing daily to engage and retain talent? What do you wish were better in the way your organization manages talent? BRAINSTORM Talent Challenges?

23. HOW TO BUILD A CASE FOR A SUCCESSION PLANNING? © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

24. BUILDING A CASE FOR SUCCESSION PLANNING The case for talent management and succession planning can be made based on the need to: Address long term skills essential Address retirement issues Address growth issues Engage people Retain high potential talent Transfer knowledge and professional contacts © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

25. HOW TO GUIDE STRATEGIC SUCCESSION MANAGEMENT? © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

26. GUIDE SUCCESSION PLANNING Rothwell’s Succession Planning Model (2010) Rothwell’s Succession Planning Model (2010) Get Commitment Clarify the work and people at present Manage performance Clarify the work and people in the future Assess promotion potential Develop People Evaluate program results

27. Getting Commitment Clarify the measurable goals of the succession planning program Establish clear roles for each stakeholder group Establish accountability systems

28. Clarifying Work People at Present Update all job descriptions Create competency models for each level on the organization chart

29. Manage Performance Present requirements in their current jobs and The behaviors linked to job success at their current levels on the organization chart

30. Clarify Work/ People in the Future Forecast future job descriptions Forecast competency models for each level on the organization chart

31. Assess Promotion Potential Compare present individual competencies against the requirements for the next level up on the organization chart in the future

32. Develop People Plan for individual development by preparing an action plan to narrow developmental gaps between present competencies and those needed in the future for an individual to be promotable Implement a range of development strategies

33. Evaluate Results Plan for individual development by preparing an action plan to narrow developmental gaps between present competencies and those needed in the future for an individual to be promotable Implement a range of development strategies

34. Grade your organizations individually Compare your scores to find the highest and lowest in your group Look for patterns of high and low scores on individual items Using the Model Step 2: Assess Present Work

35. Tactical Talent Management and Succession Planning Link to the manager’s daily actions to build bench strength, attract talented people, and retain those people Think short-term, even daily, with an emphasis on what a worker’s manager does to build the worker’s capacity © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

36. HEALTHCARE ORGANIZATION LESSONS LEARNED

37. Meet your organization where they are. Succession planning is introducing new words, concepts and processes. Be cognizant of your leadership readiness to adopt.

38. Understand and have clear speaking points about the long and short “games” of leadership talent pipeline development.

39. Change Management: Important tactical consideration Have an executive champion. Messaging is important Be prepared with the value proposition – the WIIFM Have resource materials readily available to remove the mystery of the process

40. SUCCESSION PLANNING: STRATEGIC LONG TERM INITIATIVE Avoid the choppiness of a ‘one and done’ mentality. Visually represent the timeline and explain the cyclical nature of talent development Use metrics that make sense – key process indicators to help organization understand the quick wins and see the long term benefits through trending

41. LESSON LEARNED: CONNECTING THE DOTS New Idea With Guidance No Guidance

42. I learned succession planning is best presented as a two way street when considering developmental opportunities –Prompt your executives to observe their direct reports/leaders in action How well do they know their business requirements? How strategic and forward thinking are they? In today’s age of engagement, how connected are they to their team?

43. Many best-practice firms today have an outstanding strategic talent management or succession planning program that falls apart at the tactical level © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

44. A Model to Guide Tactical Talent Management © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com Source: Rothwell, W., Chee, P., & Ooi, J. (2015). The leader’s daily role in talent management: Maximizing results, engagement and retention. Singapore: McGraw-Hill.

45. How Tactical Talent Management Relates to Strategic Talent Management Remember:  Strategic talent management is long-term and focuses on achieving the organization’s strategic goals  Tactical talent management is short-term and focuses on acquiring, developing, engaging and retaining individuals who can help the organization achieve its strategic goals over time © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

46. Conclusion © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com

47. © Rothwell & Associates, LLC for more info visit www.RothwellAndAssociates.comwww.RothwellAndAssociates.com