Session #6: Essentials of Succession Planning and Onboarding. Speakers: Richard Metheny and Jim King. Saturday, Jan. 9 11:15 a.m. 12:15 p.m.

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1 Session #6: Essentials of Succession Planning and Onboarding Speakers: Richard Metheny and Jim King Saturday, Jan. 9 11:15 a.m. 12:15 p.m. Elm Creek

2 Richard Metheny Richard Metheny is leader of Witt/Kieffer s leadership solutions practice. Prior to joining Witt/Kieffer he owned his own consulting business and worked as a talent management consultant for senior executives and executive teams across industries. His experience spans Fortune 50 public and Top 20 privately-held global companies including consumer products, marketing and communications, defense industry, not-for-profit, life sciences, manufacturing and hospitality. Richard has successfully assisted organizations with succession planning, onboarding, executive transitioning, leadership assessment and leadership development. He has a unique blend of general management and human resources leadership knowledge, with 14 years of operations experience before moving into human resources leadership positions. Jim King Jim King is a senior partner, board member, chief quality officer and he leads the children s hospitals practice at Witt/Kieffer. Jim brings more than 20 years of health care leadership experience to the firm. He specializes in identifying C-suite and executive leaders in several areas of health care, including children s hospitals, academic medical centers, integrated health systems, behavioral health/addiction treatment organizations and health insurance companies. In addition, Jim has also conducted searches on behalf of not-for-profit organizations, public and private colleges and universities nationwide. Jim specializes in recruiting CEOs, COOs, CFOs and many other senior-level executives. His physician executive credentials include assignments for CMOs, chief clinical officers, chief population health officers, chairs, service line chiefs and MDs/CEOs for hospitals, health systems, large group practices and medical schools. Jim has supported searches for deans, chief development officers and administrative leadership in both public and private institutions.

3 Essentials of Succession Planning and Onboarding MHA Winter Trustee Conference January 9, 2016 Richard Metheny Jim King Witt/Kieffer Today s talk I. What s happening in healthcare? II. What s triggering turnover and the need for better succession management? III. So, what do we do? IV. Succession planning: one approach V. Onboarding 2 1

4 What s happening in healthcare? 3 What s happening in healthcare? Population health Volume to value Clinically integrated networks Consolidation Lean and efficiency initiatives Consumer engagement 4 2

5 What s happening in healthcare? Everybody s doing it but no one s doing it the same way. There is no cookie-cutter approach It s a matter of meeting the needs of the population you serve 5 What s triggering turnover and a need for better succession management? Hospital CEO turnover climbs to 20% March 14,

6 What s triggering turnover and a need for better succession management? Planned retirements If there weren t such rapid change, I d sign up for another 3 to 5 years. Consolidations and affiliations Too many CEOs; executive overlap New cultures and workplaces Systems vs. standalones Matrix vs. hierarchy 7 So, what do we do? How do most organizations identify and fill open positions? Usually, the answer is passively 8 4

7 So, what do we do? Do you know your people well enough? Their skills? Aspirations? Leadership capabilities? Training and development needs? Assess now to anticipate the future Are your job descriptions out of date? 9 So, what do we do? What kind of leaders are we looking for? How will we develop high-potentials and track their progress? Where will leaders come from if we don t have them in-house? Other segments of healthcare (payers, providers) Other industries 10 5

8 Physician executives a special note We know what high-performing physician executives look like. Physician Executive Assessment launched Organizations can better develop and recruit physician leaders. Organizations can better team physician and non-physician leaders. Physician leaders can focus on key competencies for development and greater roles. 11 Position Specification Succession planning: one approach Assessment Interviews Analysis and Recommendations Development Plans and Feedback Onboarding and Maintaining 6

9 Position Specification Future-focused Identifies skills, experiences, abilities, behaviors, styles and values required for role Assessment Assessment of leadership styles, behaviors, and preferences Executive Potential Report 360 interviews with supervisor, peers, and direct reports 7

10 Interviews Focus on experiences, knowledge, skills and abilities Deep-dive interviews regarding thorough career history Analysis and Recommendations Data from assessments and interviews Talent assessment and development suggestions 8

11 Development Plans and Feedback Assessment and interview feedback to internal candidates Creation of Individual Development Plans (IDP) Executive coaching Review of progress and performance (quarterly) Onboarding and Maintaining For internal leaders who take on a significant new role (as well as new hires from outside) Relies upon assessments, IDP, etc. Support network is critical Measurable metrics and milestones 9

12 Onboarding Organization Job and Team Person Onboarding: one approach Network Onboarding Case study Background: Recently hired physician leader First-time executive Had a lot to learn Benefit: Got up to speed with role and responsibilities quickly Established a network and comfort in organization Gained insight and confidence 20 10

13 Questions? Thank You Richard Metheny: Jim King: 21 11

14 AN APPROACH TO SUCCESSION MANAGEMENT Witt/Kieffer works with clients to undertake the following steps: 1. Clarify the expectations and preferences of the organization s leadership team regarding a succession management program. 2. Develop or update the job profiles for positions identified for succession efforts. Specify the knowledge, skills, experience, and expected behaviors for these positions. 3. Identify high-potential professionals who might benefit from succession activities. Criteria for identification include drive and motivation; agility and ability to learn and grow; and a track record of strong work performance. Take note of successor candidates who might step into critical roles quickly. 4. Request participants to complete self assessment activities focused on past roles as well as work/ leadership style and behavior. 5. Conduct in-depth, TopGrading chronological interviews to learn further about how and why participants have made key decisions throughout their careers. 6. Conduct individualized, interview-based 360-degree evaluations. 7. Following candidate assessment activities, refer to subsequent Witt/Kieffer Healthcare Executive Potential Reports as the basis for focusing succession efforts. 8. Based on assessments and future job assignments, evaluate the preparedness of individuals to assume higher levels of responsibility. 9. Undertake a strategic talent review with senior leadership. 10. Provide feedback to succession participants and help them create individual development plans targeted to specific higher-level positions. 11. Establish accountability for succession planning efforts and execution of development plans. 12. Provide executive coaching to high potentials; ensure that they are ready as position successors within one year. 13. Evaluate the results of succession management after one year. PAST PRESENT FUTURE Career Self-Assessment Interview- Based 360 Evaluation Witt/Kieffer Executive Potential Report READINESS TopGrading Interview Visit for more information 2015, Witt/Kieffer. All rights reserved.

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