1. Frank Horvath President Integrated Group Synergy LLC Barbara Monegan Director, Talent Management & Organizational Development Christiana Care Health System Today’s Presenters: How Deep Is Your Succession Planning?

2. Learning Objectives Deep talent pool execution can sustain your business, give you competitive advantage with a deep bench of talent Leveraging quantitative talent tools and technology can enable a talent solution with a financial business impact Case in Point – Christiana Care

3. Polling Question On a 100 point scale how would you rate your current depth of talent? “You have the right talent in line not just for emergency succession and replacement planning” – 90 to 100 = excellent – 80 to 89 = above average – 70 to 79 = average – 60 to 69 = below average – 50 to 59 = failing

4. Key/Critical Roles Quantitative Assessment of Talent Pools Formula for Business Success Competitive Strategy Execute and Produce Tools Talent Pool Plan

5. “Stall Points” – start of secular reversals in company growth fortunes as opposed to quarterly stumbles or temporary corrections. Most stalls occur for reasons that are both knowable and addressable at the time – in other words they are controllable by management. Four Causes of Growth Stalls 1.Premium Position Backfires 2.Innovation Management Breaks Down 3.Core Business is Abandoned Prematurely 4.Company Lacks a Strong Talent Bench – “a lack of leaders and staff with the skills and capabilities required for strategy execution” 8 Managing the Business Risk: Avoiding a Growth Stall

6. ROI of Effective Succession and Talent Management Planning

7. Talent Pool Business Case and Benefits – Reduce your organizational risk of talent turnover and business interruption by 25% – Increase workforce productivity 30% – Improve employee morale and engagement by 25% – Enhance employee development by 43% – Expedite goal achievement by 75% – Improve earnings by 22.5% Your Choice

8. Step 1: Understand Your Workforce Potential and Areas of Retention Risk – Identify high-potential employees – Those at risk of leaving – Areas with little bench-strength – Nominate high potential employees into the appropriate talent pools for development Step 2: Develop Internal Talent Pools – Prepare for succession in ALL areas of your organization – Groom successors from within with talent pool based development plans – Conduct ongoing talent assessments to measure progress and identify gaps Step 3: Recruit from Within – Easily identify candidates for succession or immediate openings – See who’s ready for the next level – Reduce risk. Retain your talent Talent Pool Succession Plan – High Level Execution

9. Identify the skills and competencies required to support your 3-5 year strategic plans and cultivate these in your high-potential employees Establish and develop a large number of promotable employees for all key areas in your organization, not just for leadership and executive positions. Increase employee engagement and retain key talent - employees who are part of a talent pool are more likely to stay with an organization. Be ready at any point to fill key roles throughout the organization Talent Pools – Best Practice Tactical Execution

10. Talent Management Potential Review Process Know your talent Develop your talent Move your talent Value to Organization Succession plans for key roles Development plans for key leaders Deployment strategies for key projects, roles, or expansions Outcomes Helpful feedback to managers Leadership Development Plans – short and long-term Deeper knowledge of organization- wide talent KNOW your People DEVELOP your People MOVE your People

11. Career Interest

12. Purpose – to stimulate conversation with manager Aspirations, interests, desired development beyond current year Not just your next promotion! – Lateral movement – Ongoing development of knowledge and skills in your current role

13. Talent Management Questions

14. Completed by the appraising manager Reporting manager does not see feedback Completed on an annual basis – answers may change over time Allow the collection of talent management review data to create a system view of talent

15. Talent Management Definitions Talent Review – A process, separate from the Performance Review, in which candidates are reviewed in terms of potential performance, promotability and development needs, highlighting areas of high impact

16. Performance Management / Talent Review Performance ManagementTalent Review Evaluate Performance Evaluate previous year’s performance Use sustained performance as predictor of success Development Actions ID short-term development and/or optimize performance in current role ID long-term development for success in future roles Assess Potentialn/a Evaluate ability to take on larger roles Determine Readiness n/a Estimate time horizon and target roles Identify Leadership Gaps n/a See gaps at team and organization-wide levels Determine Compensation Rate for merit increase and bonus n/a

17. High Potential Process Potential Assessment / Nomination (Performance Review system) High-Potential Validation Department High- Potential Review Organizational High- Potential review and Succession Plan alignment KNOW your People DEVELOP your People MOVE your People High-Potential Talent Development Plans Promotion / Movement

18. Talent Management Toolkit 1. Leadership Talent Management/Potential Review Process 2. Know Your Talent – Leader Profile – Performance/Potential worksheet – Learning Agility – Indicators of potential – Derailers – Warning signs 3. Develop Your Talent – What Makes an Experience Developmental? – Guidelines for developmental activities

19. The Leader Profile WHAT IS IT? Worksheet to summarize assessment of a leader’s performance and potential for Talent Review purposes DUAL PURPOSE: To help prepare for Talent Review meetings with VP To help provide feedback to reporting managers – Specific strengths to leverage and challenges to address in order to achieve their potential – Empower each manager to make an informed choice about his/her development

20. Leader Profile PERFORMANCE MEASURES Results +/- Leadership Behaviors +/- Derailers - POTENTIAL INDICATORS Learning Agility +/- Potential for Growth + Derailers -

21. High Performer/Role Model High Performer – A leader who consistently demonstrates superior work performance in terms of both: – Goals / Key Role Responsibilities – Leadership Behaviors

22. High Potential Definition Currently recognized potential to progress to a leadership role within Christiana Care as recognized by senior management Strong performance in present job Willingness to take on more responsibility Ability to learn quickly and apply knowledge across disciplines

23. Elements of Potential Basic intelligence Variety of experience – Depth and breadth – Across roles and challenges Continuously learning from experience; transferring learning to new/different things

24. Learning Agility A DEFINING MEASURE OF POTENTIAL MENTAL AGILITY – Critical thinkers – Problem solvers – Make connections RESULTS AGILITY – Deliver results through teams and/or personal drive – Deliver in first-time situations – Flexible/adaptable PEOPLE AGILITY – Self-awareness – Leverage strengths – Compensate for weaknesses CHANGE AGILITY – Like to experiment – Comfortable with ambiguity

25. Derailers Not just a weakness or “challenge” A weakness that requires improvement if the leader is to advance May become evident when roles, responsibilities or organizational cultures change

26. Preventing Derailment FOR YOURSELF Seek feedback Seek developmental experiences that target weaknesses Seek support/coaching during transitions Don’t give up! FOR YOUR PEOPLE Give “how you did it” feedback Coach specifically to derailers Target development assignments to make use of missing skills/traits Consider cross-functional career paths Don’t give up!

27. High Potential Report

28. Talent Pools PURPOSE: Potential successors Candidates for high potential development programs – e.g., Accelerated Leadership Development (academic) Tracking – promotions, lateral movement, retention

29. Talent Pools VP – Position specific replacement candidates Director – Clinical, Non-clinical Manager – Nursing

30. Talent Development Map AssignmentsExposureEngagementMentoringCoachingEducation Ready Now Add projects, vary functions Senior leaders, board members Lead key organization- wide projects Top Senior level mentor External executive coach External cross-industry university program 1-3 years Cross- functional assignments / task forces, varied bosses Senior leaders, HR leadership Lead key cross- functional projects Senior level mentor External / Internal Coach External management/ leadership program Grow in Current Role Cross- functional assignments, varied bosses Senior leaders, HR leadership Participate on cross- functional teams Informal mentoring from Dir/VP or “ready now” leader Skills coaching for identified growth areas Department discretion Emerging Physician Leader Cross- functional assignments, task forces Senior leaders, HR leadership Lead key cross- functional projects Chair level mentor External coach External management/ leadership program EXAMPLES

31. Sample High Potential Report

32. Sample Succession Profile

33. Thank You! Questions? Frank Horvath, President, Integrated Group Synergy LLC frank@igsynergy.com frank@igsynergy.com www.igsynergy.com Barbara Monegan, Director of TM & OD, Christiana Care Health System BMonegan@ChristianaCare.org www.christianacare.org