Succession Planning: Building Leadership Capacity in Your Medical Transport Program

1. Sally Schmall, MSW President, Academy Coaching Enhancing individual and organizational performance through career coaching, leadership development and customized training Succession Planning: Building Leadership Capacity in Your Medical Transport Program

2. About Me Emergency Department 1993 - 2003 Faculty – SSW Health Management 2000 - Present UM Career Coach Faculty in STEM 2000-2004 Academy Coaching 2008 - Present Director of Faculty Recruitment 2004-2008

3. Shake Up - Leadership Structure • Economic Recovery • Health Care Reform • Impending Retirements of the Baby Boomer Generation • Manager/Director of our program meets eligibility requirements for retirement • 77% yes 22% no • How many nurses are over the age of 50 and/or eligible for retirement? • 33% of programs have greater then 50% • 33% of programs have more then 30% • 33% of programs have more then 20% • 1% N/A

4. Succession Plan in Place? • 22.2% yes and 77.7% no • Advantages? • Ensure business continuity and stability of program mission & values • Create stability by developing a deep leadership bench • Avoid ups/downs associated with losing dynamic individuals • Knowing who will step up and prepare them in advance • Clarify key positions and criteria required to fill them • Provide a value proposition to motivate and retain talent • Smoother transition for future scheduling and new hire orientation • Decrease in OT

5. Succession Planning Mistakes

6. Succession Planning Mistakes • There is no formal succession planning in place, and if you do, it is not considered a strategic priority. • The succession plan covers only the Manager / Executives. • Your program evaluates internal candidates using tenure and experience verses proven talent. • Your program treats succession planning as a static event as opposed to an ongoing process.

7. The “Stages” of Succession Planning Agreement of “shared ownership” and “sense of urgency” of the succession plan What is your elevator speech for succession planning?

8. The “Stages” of Succession Planning • Develop a guiding coalition • Commitment to developing a succession plan tailored to unique institutional needs • Committed to creating a “succession culture” • Create a mission statement which describes the purpose of the succession planning system, who it will serve and the desired outcomes and timeline

9. Sample Succession Statement • Succession planning will ensure BEST MEDICAL TRANSPORT PROGRAM (BMTP) develops and retains employees necessary to accomplish the goals identified in the institution’s strategic plan. • (BMTP) succession plan will incorporate best practices of succession planning while considering the unique environment of (BMTP) and be completed by FY2014. • The succession plan will provide ease of transition in filling anticipated organizational human resource needs. • Succession planning is a transparent, inclusive process. • Succession planning is supported by and supports other strategies of (BMTP) including the strategic plan, employee relations, recruitment, learning and development, and risk management.

10. The “Stages” of Succession Planning • Systematic process of developing key leadership position requirements • Succession competency profiles in behavioral terms of the leadership capacities, skills, personal qualities required in given positions • Assess performance and potential • Develop plans that will prepare candidates for future institutional / program demands • Hire for performance

11. The “Stages” of Succession Planning • Challenging work assignments • Customized training • Leadership development coaching • Continued access to resources

12. Case Example - UM • 47% leadership positions in B&F eligible for retirement in 2014 • 25% actively seeking information on retirement planning • No succession plan in place • Impending EEOC audit • Succession planning is supported by and supports other strategies including the strategic plan, employee relations, recruitment, learning and development, and risk management.

13. Cost of Hiring • The cost of a good hire • The cost of a bad hire • The intangible costs • The cost of an EEOC audit

14. “Hiring the right people, at the right time, for the right positions”.

15. Improving the Search Process as a Means of Succession Planning • Make hiring process structured • Educate search committee (s) about; • Code of Ethics • Creating legally defensible interviews • Committee roles & responsibilities • Overview of competency based hiring process • Overview of diversity goals • Develop competency based position descriptions • Design interview questions to be competency based and performance focused • Candidate ranking of competencies on a standardized scale

16. What is a core competency? • “ A cluster of related knowledge, skills and attitudesthat affects a major part of one’s job, that correlates with performance on the job, that can be measuredagainst well accepted standards, and can be improvedvia training and development”.

17. What is a core competency model? • Clear description of how you want all levels of professional staff / faculty members to perform in your institution • Identify top 5 – 8 key competencies that drive your institution’s success • Unifying framework for all organizational practices Advancing the Mission, Building Relationships, Communication, Creative Problem Solving, Development of Self and Others, Flexibility, Achievement Orientation, Quality Service

18. Case Example - UM • Defined the competency model • Applied the competency levels to leadership and specific labor market titles • Trained all hiring managers and staff in UHR and B&F • Developed coaching tools, videos, hiring guides, performance evaluations on intranet • Using the tools with all levels of employees

19. Applying a Model Across the Talent Management Spectrum

20. Benefits of Implementing Competencies Into the Search and Succession Process • Competencies encourage a fairer and more accurate method of assessment. • Competency behavioral based interviewing (CBBI) increases compliance with regulatory standards. • Recruitment is a two-way relationship. • Via competency based performance profiles, the candidate is likely to seek the position that matches their level of competencies.

21. Implementing Competencies into the Search and Succession Process • Develop competency based position descriptions • Educate search committee • Design interview questions to be competency based and performance focused • Rate candidates competencies using a standardized scale • Make hiring recommendations based on clear evidence of demonstrated competencies

22. Competency Based Position Description (Performance Profile) • Position Information: Official position title, as well as department position title, department name, title of the position to which this job reports, title of jobs supervised • Scope: providing information about the positions financial, supervisory, and / or clinical responsibilities as well as how this position is expected to help achieve key strategic objectives • Key Responsibilities: Essential tasks and responsibilities and desired outcomes • Relevant competencies: Identify the skills, knowledge, behaviors & motivation necessary to be successful in the position • Qualifications and desired outcomes: Education, license/certification and experience and related application • Program overview: Mission, culture and values

23. Creating Competency Based Position Descriptions • What duties, tasks, and responsibilities are involved in this position?” has become “What competenciesare required to succeed in carrying out those duties and responsibilities the position, in this department, in this organization?”

24. Demonstrators of Competencies

25. Demonstrators of Competencies • Safe transport of the critically ill or injured patient requires accurate assessment, analysis, diagnosis, outcome identification, planning, implementation of interventions, evaluation of response to treatment, and management of highly technical equipment in preparation for and during transport. • Competencies other then clinical? DOC Air & Surface Transport Nurses Association (ASTNA) 2010

26. Demonstrators of Competencies • Guides department(s) in mission, vision, and values. • - Operationalize the department goals in alignment with the Executive Director, and Director's, goals and strategies.- Financial responsibility for the labor and operations of the area.- Manages the hiring, orienting, and development of staff.- Conducts employee evaluations, coaching, and disciplinary processes to align employee performance and behaviors.- Clarifies and supports organizational policies and procedures.- .

27. Competencies (KSA) • Ability to perform the essential functions of the job as outlined above. • Demonstrated leadership skills in planning and directing employees and processes in order to effectively monitor and develop subordinates, to ensure the smooth operation of the department. • Knowledge of assigned department’s area of specialization in order to analyze, plan, and draw conclusions for recommendations to senior leadership.

28. Succession Planning • What competencies are needed to meet tomorrow’s challenges? • Clinical Roles • Management Roles

29. Succession Planning • Do your employees have the competencies you identified? • Are your job descriptions/interviewing/recruiting on boarding and training practices designed to match those needs? Are you measuring performance and outcomes? • How is knowledge transferred?

30. Succession Planning • How has your role / position evolved over time? • Define 3 key future requirements and competencies for your position. • Assess your own team. • Look outside of your team - “virtual bench”. • Adopt a mindset of succession development. • Share your succession plan with your boss.

31. “Successful transition is the last act of a great leader.” “Successful transition is the last act of a great leader.” - Peter Drucker

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