department chairs and hospital directors expectations and development aavc annual meeting march 31...

Department Chairs and Hospital Directors

Expectations and DevelopmentAAVC Annual Meeting

March 31 and April 1 2011

http://www.cvm.umn.edu/

Expectations and Development for Clinical Department Chairs/Heads and Hospital Directors

• Many competencies and expectations are the same • Can be shared position in certain situations• Differences in skill sets and expectations for 2

positions do exist• Setting expectations and creating development plan

is really part of overall strategic talent management system

Strategic Talent Management

SystemDevelopment

Performance Management

Selection and Hiring

Competency Model

Succession Management

UMN Office of Organizational Effectiveness

Expectations and Development for Clinical Department Chairs/Heads and Hospital Directors

• Goals for the presentation– Review expectations based on survey of past JAVMA

advertisements (chairs and directors)– Discuss expectations or competencies that have been

developed by UMN leadership competency model – Discuss options for leadership skill development– Questions and comments from the group, anytime!

Expectations for Clinical Department Chairs/Heads and Hospital Directors

A review of the job duties listed in JAVMAadvertisements for recent searches for clinicaldepartment chairs and hospital directors identified animportant list of expected duties for each position.

What is stated in advertisements is used by searchcommittee in the selection process and then repeatedin letter of offer and in formal review process.

Clinical Chair Duties• Establish a vision for the future direction of the

department’s educational, research and clinical service programs

• Develop departmental strategic plan to support departmental vision and predict the resources needed to achieve these goals.

• Serve as chief administrative officer and provide academic and administrative leadership for the department

• Organize the resources and facilities necessary to support departmental programs including developing departmental budget and monitoring and overseeing all departmental resources (fiscal, human, facilities, and capital)

Clinical Chair Duties• Participate in the development of interdepartmental and

intercollegiate programs in support of the department’s mission to achieve excellence

• Recruit, hire and retain high quality students, faculty and staff

• Oversee, mentor, and enhance the development and opportunities for faculty, staff, and students while ensuring a high-quality and respectful learning and work environment

• Establish effective mechanisms for faculty input and involvement in activities of the department and appropriate governance on matters relating to the department’s mission

Clinical Chair Duties• Coordinate activities of faculty in accordance with the

department goals, objectives and plans including active engagement with faculty in goal setting and performance management

• Communicate effectively with students, faculty, staff, academic and industry partners, federal and state funding agencies, donors, alumni, and institutional leaders

• Work cooperatively with the hospital leadership to promote outstanding clinical service, teaching and research

• Participate in the departmental teaching, research and service programs

Clinical Chair Duties• Participate in the development of collegiate policy and

support these policies within the department • Represent the department to the college, its leadership

councils, and external constituencies • Participate in the development of collegiate strategic

planning • Support the development of fundraising efforts within the

context of the College and University

Hospital Director Duties• Serve as the chief operating officer of the hospital• Lead the development and implementation of the

hospital strategic plan• Develop, implement and provide oversight for hospital

systems and policies to ensure efficient and fiscally sound operations while maintaining a high standard of care and service and effective communication with referring veterinarians, other customers, staff, students and the community

• Lead the development of new services, business models and partnerships in conjunction with the department chairs

Hospital Director Duties• Participate with the department chairs to promote

outstanding clinical service, teaching and research programs

• Optimize operational performance and organizational efficiency while ensuring effective management of human, financial and physical resources

• Ensure compliance with all applicable regulatory agencies

• Promote the philosophy, values, and missions of the University and the College

Hospital Director Duties• Supervise employees including hiring, discharging,

assigning work, incentive and reward systems, disciplining and managing grievances.

• Represent the hospital on the collegiate leadership committees.

• Evaluate the clinical performance of faculty and collaborate with department chairs in annual faculty evaluations

• Establish a positive working climate that demonstrate a culture that values diversity, respect, fairness, and dignity at all times for all members of the hospital community


SystemDevelopment



Competency Model



Chair and Director Level Competencies

• Four Major Categories– Strategic Leadership– Results Leadership – People Leadership – Personal Leadership

• Select for, monitor and manage, mentor and develop and plan for succession

• All are important



• Strategic leadership or thought leadership– Creates vision and thinks strategically– Demonstrates scholarly leadership – Uses financial acumen


Chair and Director Level Competencies• Strategic leadership or thought leadership

– Creates vision and thinks strategically• Uses strategic planning process to engage stakeholders

“Geography” of VMC strategy mapFi

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The VMC is a patient-centered, customer-driven, economically viable hospital advancing animal health while supporting

excellence in teaching and discovery

Chair and Director Level Competencies• Strategic leadership or thought leadership

– Creates vision and thinks strategically

Financial Perspective Internal Process Perspective

Employee Perspective

External StakeholderPerspective

Growth and Development

Perspective

Metrics• Revenue• Average Transaction Costs• Expenses

Metrics• Appointment Lag• Discharge summary turnaround• Labor expense per Accession• Appointment Report• Medical Records completion• Traceable CFTE

Metrics• Rev from new procedures• New sources of funds

• Gifts• Grants• Partnerships

• Capital equipment expenditures

Metrics• Salary comps• Satisfaction• Turnover

Patients

Clients

StudentsRDVMs

Metrics• # Referrals• Satisfaction• Number of new RDVMs

Metrics• Exit surveys• Service evals• Feedback from employers

Metrics• Turnover (GP)• Satisfaction Survey

Metrics• writeoffs/total revenue• Quality (grad senior survey)

VMC

VMC Balanced ScorecardBalanced Score Card Initiative

- To better ensure alignment of activities to our vision and strategies

- To improve both internal and external communications

- To monitor organizational performance against strategic goals

- Metrics identified consistent with values and goals

- Address both productivity and accountability


• Strategic leadership or thought leadership– Demonstrates scholarly leadership

• Nurtures a culture within department/hospital that challenges others to generate breakthrough ideas, collaborations and partnerships and then champions those initiatives, “bask in the reflected glow”

• Personal scholarly activities (teaching, research, service)



Dept.

DVM Tuition

ICR’sO&M

SalarySavings

UG, GradTuition

Dept.

UG, GradTuition

SalarySavings

ICR’s

DVM Tuition O&M

ExternalSales/Contracts

VDL/VMC/CAHFS

NEWIDEAS

Gifts/Endowments

JointAppointments

Traditional Model“scarcity mentality”“red ocean strategy”

Future Model“abundance mentality”“blue ocean strategy”

• Strategic leadership or thought leadership- Uses financial acumen

- Understands collegiate and university budget model and financial drivers


• Strategic leadership or thought leadership– Uses financial acumen


• Results leadership– Ensures execution– Manages HR systems and issues– Fiscally responsible



• Results leadership– Ensures execution

• Drives needed change while maintaining operational effectiveness

• Recognizes strengths of faculty and staff and delegates appropriately



• Results leadership– Ensures execution

• Obtains and then mobilizes the resources needed by department or hospital to achieve strategic objectives (financial, staff, space, facilities, and external partnerships)

• Achieves balance between personal career and leadership/administrative duties, can’t be the bottle neck



Faculty• Annual Report of

Accomplishment

• Merit Committee Review and Recommendations

• Merit Review and Goal Setting meetings with Chair

Staff• Employee Self Evaluation

• 360° Feedback Solicited from Peers

• Supervisor Review with Employee

• Results leadership- Manages HR systems and issues

• Hold faculty and staff accountable for achieving goals through engaged performance management

• Ensures HR best practices and respectful workplace

Rational for Implementing Performance Management

• Increased awareness of importance of employee (faculty and staff) engagement– Employees feel part of the organization– Employees understand where they fit– Their effort is focused on key objectives

• Supplements and enhances strategic planning and strategic management processes

• Declining resources– Recessionary impact on clinical revenues and external sales– Reduced State O&M funding

• Growing recognition of performance management as the key to

ensuring productivity and accountability

Veterinary Medical Center Performance Management

• Build Top Leadership Support and Accountability– Leadership and supervisors as part of their review are held accountable

for the reviews of those they supervise

• Increased emphasis on Supervisory Training for staff supervisors– Performance Review tools and checklist developed – Identification of additional HR resources to support supervisors

• Skill development • Coaching/mentoring performance management process

• 95% completion rate for Civil Service and Bargaining Unit Employees• 100% completion rate for Faculty and Clinicians

• Supervisors put plans in place for those not meeting expectations– Training, skill development, performance plans

Implementation of iDashboards

• What is it? – Software program in use by the Veterinary Medical

Center and College

• What does it do?– Brings strategic plan to life; real time– Focuses team on key performance indicators– Reduces dependency on IT, HR, Accounting – Standardizes metrics and reports– Makes it easy to communicate progress

VMC iDashboardThermometer chart for focusing on 4th quarter

Running ticker provides up-to-date news

Hovering over service shows specific graph

Key Performance Indicators at the Service Level (e.g. Dentistry)

VDL Financial Perspective

CVM Educational iDashboard

Implementation of iDashboards• Dependent on good data (it can always be better!)• Difficult to balance quantity of information• Should be automated as much as possible• Requires standard processes• Best if driven by balanced scorecard and used to

reinforce strategic priorities

Departmental Faculty Performance Metrics

• Typical Annual Report of Accomplishments Documents– Courses taught and teaching evaluations– Grants submitted, current funding, publications– Time spent on clinics, income generated, cases seen– Unlimited amount of additional data can be recorded

VPM Faculty Financial MetricsVPM Faculty Financial Metrics

VPM Faculty Financial MetricsVPM Faculty Financial Metrics

“Illuminating” versus “punitive”Used with goal setting discussions

Part of discussion on strategic priorities and balanced score card

How can you help the department?


- Performance management vital in times of limited resources• Helps retain the best employees• Helps to better manage less than satisfactory performers

– Difficult personnel decisions have more transparency and are more easily addressed

– Having ability to provide more detailed information on productivity (iDashboards tool/faculty metrics) reduces the amount of self-definition of job


• Results leadership- Manages HR systems and issues

• Ensures HR best practices and respectful workplace • Dealing with difficult faculty and staff issues


Chair and Director Level CompetenciesManages HR Systems and Issues• Overcoming Natural Reticence/Distaste For

Problems– Learning things you’d rather not know and talking

about them:• Substance abuse• Safety issues• Personal relationships• Pornography

• Remember what it says to everyone else if you fail to act, think of the innocent (90/10 rule)

CK Gunsalus


Manages HR Systems and Issues• Academic Environment Decentralized Authority

– Star system– Principles of academic governance

• Academic freedom• Tenure

– Grey areas in norms• Essential for Chair and Director to be on the same page

CK Gunsalus


Manages HR Systems and Issues• Tips and Guidelines for Handling Complaints

– Guidelines:• Don’t take it personally• Never act on only one side of a story• Nobody knows what “Everybody Knows”• When in doubt, leave it out• Never attribute to malice that which incompetence will explain

CK Gunsalus


Manages HR Systems and Issues• Tips and Guidelines for Handling Complaints

– Guidelines:• Say what you’ll do; do what you say (set time frames)• In the absence of facts, people make them up; plan accordingly• Keep notes and trust your instincts• Clear statement of expectations can be more powerful than

threats and ultimatums– Some problems require formal process

CK Gunsalus

Chair and Director Level CompetenciesManages HR Systems and Issues• Tips and Guidelines for Handling Complaints

– Guidelines, trust the process if:• If true, the allegation is very serious• A large imbalance of power between the parties• Volatile personalities or history of problems• Two or more involved parties are sexually intimate with each

other

• Identify excellent HR professional(s) within your organization and follow their advice

CK Gunsalus


• Results leadership– Fiscally responsible

• Hire financial professional(s) and utilize their skills• Develop and use key metrics (iDashboard, faculty

metrics) • Collegiate help more likely for the competent than

the helpless



• People leadership– Uses effective communication – Influences and inspires– Builds relationships (stakeholders, partnerships)– Understands positional and personal power and shared

governance– Acts as an engaged member of collegiate leadership

team and serves on University committees where appropriate

None of the above can be done by email alone!



• Personal leadership– Builds trust

• Consistent, fair, open to new ideas, credible, ethical, does the right thing

– Displays emotional intelligence• Aware of capabilities and development needs• Responds resourcefully to new challenges• Composed, patient, diplomatic, resilient• Personal life is in order


• Provost’s Department Chair/Director Leadership Program• Leading the Academic Department • Hiring Faculty and Staff• Mentoring for Success• Demystifying P & T and Post Tenure Review • Planning and Managing Finances • Fostering a Productive, Supportive Department• Compliance and Legal Issues in Higher Education • Dealing with Difficult Issues• Sponsored Projects, Pre and Post Award• University Financial Overview and Budget Model• University Development Organization

Chair and Director DevelopmentUniversity Sponsored Programs

• AAVMC Leadership Programs• CIC (Big 10) Academic Leadership Training • Center for Creative Leadership• Business School Leadership Programs (local, Harvard)

Chair/Director should proactively identify and request support for development plan with Dean

Chair and Director DevelopmentOther Leadership Programs

Development and mentoring utilizing • 360° assessment• 180° self and manager assessment• Monthly 1:1 reports

Chair and Director Development

Monthly Status Report

Annual Performance Planning & Appraisals

360 Degree Evaluation


SystemDevelopment



Competency Model



3. Professionalism: Work habits, interpersonal maturity and skills, teamwork, commitment, initiative

Attendance and Punctuality

AIs always present and on time (with the possible exception of a true, documented emergency). Always performs tasks in a timely fashion and meets deadlines.

F

Does not meet attendance guidelines on syllabus. Has more than the allowed number of absences for the rotation. Consistently comes late to sessions. Consistently misses deadlines.

Initiative and Acceptance of Responsibility

A

Willingly takes responsibility and ownership for own action and their consequences (e.g., seeks feedback, willingly admits mistakes).Proactively follows up and follows through on case (pending data, response to treatment, etc.)Always responds to ethical dilemmas in accordance with AVMA and legal standardsAlways readily assumes responsibility for equipment care and cleanliness. Cleans up after self.

F

Avoids responsibility for own actions and their consequences (e.g., deflects blame, does not admit mistakes, resists feedback.Fails to proactively follows up and follows through on case (pending data, response to treatment, etc.)Demonstrates behavior that is not in alignment with ethical with AVMA ethical standards and/or legal requirementsConsistently fails to assume responsibility for equipment care and cleanliness. Does not clean up after self.

Teamwork, enthusiasm and Attitude Toward Work

A

Demonstrates excellent teamwork skills – works cooperatively with VMC personnel and clientConveys an exceptional “can-do” spirit, a sense of optimism, ownership, and commitment and dedication.

F

Consistently demonstrates poor teamwork skills – does not work cooperatively with VMC personnel and clientDemonstrates a consistent sense of pessimism and/or lack of ownership, commitment dedication.

Professional Appearance A

Always dresses in a professional manner. Adheres to dress code. Exhibits excellent personal hygiene.

FTends to be consistently casual in attire. Does not adhere to dress code. May have hygiene issues.

Senior Rotation Grading Sheet

Use of Behavioral Anchors for Leadership Evaluation and Development

Questions?

Comments?

department chairs and hospital directors expectations and development aavc annual meeting march 31...

Documents

clinical chair duties

setting expectations

department goals

hospital directors goals

hospital leadership

development plan

clinical service programs

departmental programs