maureen macpherson, dr. margaret steele, dr. robin walker talent management conference: effective...
TRANSCRIPT
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Maureen Macpherson, Dr. Margaret Steele, Dr. Robin WalkerTalent Management Conference: Effective Leaders in a Changing Health Care EnvironmentNovember 27, 2012
Talent Management for Professional Staff and Faculty
Overview
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Disclosure
“I have not had in the past 2 years, a financial interest, arrangement or affiliation with one or more organizations that could be perceived as a direct/indirect conflict of interest in the content of the subject of this or any other program.”
Maureen Macpherson, Medical Affairs Dr. Margaret Steele, Vice Dean, Hospital and
Interfaculty Relations Dr. Robin Walker, Integrated Vice-President, Medical
Affairs and Medical Education
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Objectives
Describe the evolution of the Schulich School of Medicine & Dentistry and the London Hospitals Talent Management Initiative
Show the Talent Management Framework Outline the Professional Leadership Competencies Communicate resources available for development Describe the Talent Management Pilot Program Announce the participants of the inaugural Talent
Management Pilot Program
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Strategic Directions
“…to have supported leaders and staff in strengthening their skills and practices in a changing environment” (LHSC Strategic Plan, 2009, http://www.lhsc.on.ca/priv/spp/pdfs/spp_plan.pdf)
Lead in programs that foster the growth and success of faculty and staff (Schulich School of Medicine & Dentistry Strategic Plan, 2011, http://www.schulich.uwo.ca/Schulichhome/files/unfiled/2411SchulichMedicineDentistryFINALLR.pdf)
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The Vision
To develop a culture within Schulich/LHSC and St. Joseph’s committed to the identification, engagement, development, recruitment and retention of excellent leaders
• Grounded in a feedback-rich environment• Supported by a well defined process to identify and develop
next generation leaders• Build upon clear leadership competencies required to respond
to the changing needs within the Academic Health System• Recognizes and celebrates leadership excellence
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What is Talent Management
A process of defining future leadership requirements - critical roles and competencies
A process of identifying, attracting, developing and retaining a pool of talent that meets these requirements
It involves assessing, developing and retaining the organization’s current talent, and recruiting additional talent, as necessary to meet the leadership needs of the organization
Is about identifying a steady flow of qualified leaders (Hay Group Limited, retrieved November 2011 http://www.haygroup.com/ca/services/index.aspx?id=6643)
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Talent Management focuses on:
• Building Capabilities• Annual development plans, focused development
opportunities
• Foundational Development• System awareness, knowledge and skill development
• Supporting New Leaders• Orientation, skill development, mentorship, coaching
• Accelerated Development Pool• Education and experiential learning to develop potential
leaders
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History
London Hospitals Medical Affairs and the Schulich School remunerate physicians\dentists\basic scientists for key leadership roles ie. Division Chief, Site Chief, Department Chair, Associate Dean
To date …• no centrally articulated competency requirements for
the roles• no position descriptions developed centrally• no articulation of experiences, courses or committees
that would lead to development of competencies
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History
Development opportunities beyond the role of Medical Expert appear to be episodic and lacks coordination
Physicians are viewed as leaders of the clinical team regardless of their title
Physicians\Dentists\Basic Scientists don’t always view themselves as leaders
Very little leadership training in Undergraduate, Post Graduate Training or by their profession
More focused attention to leadership development is beginning to occur ie. Canadian Society of Physician Executives, Canadian Health Leadership Network
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Questions
Do we have alignment with recruitment, orientation, development, retention and succession planning?
Are our processes based on leadership best practices? Do we have the skill development opportunities
internally or do we go externally? How can we build on our strengths and enhance
capacity? What gaps do we have? How can the gaps be
addressed?
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Literature Search and Environmental Scan
Gathered postings internally and externally Reviewed literature and models of Talent
Management Compared to what we had articulated in Career
Development Planning forms Cross referenced and completed gap analysis Focus Group for Face Validity
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Literature Search and Environmental Scan
Ontario Hospital Association (OHA) competencies National Institutes of Health Leadership (NIHL) model LEADs Framework Canadian Medical Association (CMA) Leadership
Framework CanMeds and College of Family Physicians of Canada Etc.
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Governance
Steering Committee
Physician\Faculty Advisory Committee
Leadership Development Working Group
Career Development Working Group
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Steering Committee Membership
Dr. Margaret Steele and Dr. Robin Walker (Co-Chairs) Dr. Murrary Bryant, Ivey Dr. Sharon Burey, Schulich Windsor Dr. Davy Cheng, Clinical Chair Dr. David Litchfield, Basic Science Chair Maureen Macpherson, Medical Affairs Dwayne Martins, Chief Operating Officer, Schulich Dr. Jatinder Takhar, Associate Dean, Continuing
Professional Development Dr. Dave Smithson, Resident Dr. Anne Snowdon, Ivey and Health Sciences
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Steering Committee Functions
Supervise the progress of the subcommittees Ensure issues that arise are communicated across all
groups Ensure broad talent management program rather than
specialized Identify and close gaps Develop a culture that supports mentoring and
leadership development
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Physician/Faculty Advisory Committee Membership
Dr. Wayne Weston (Chair) Dr. Tom Forbes, Surgery Dr. Rod Lim, Pediatrics Dr. Sarah Jarmain, Psychiatry Dr. Mariamma Joseph, Pathology Dr. Shamim Tejpar, SWOMEN Dr. Andy Watson, Associate Dean, Graduate and
Postdoctoral Studies) Dr. Harinder Sandhu, Vice Dean, Dentistry Dr. Margaret Steele, Vice Dean, Hospital and Interfaculty
Relations
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Physician/Faculty Advisory Committee Functions
To review the activities of the Talent Management Initiatives including:
• The Leadership Competencies Document• Chief Resident Role Description• Professional Development Series• Career Development Planning Document
To provide advice on the materials and process to enhance the Talent Management Initiative
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Leadership Development Working Group Membership
Maureen Macpherson (Chair) Karen Regier, Lawson Health Research Institute Sue Thomsen, Administrative Officer Kay Hickey, Continuing Professional Development Rebecca Parkes, Organizational Development
Consultant, LHSC/St. Joseph’s Health Care Peggy Roffey, Learning and Development, Western Michele Parkin, Faculty Relations, Western
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Leadership Development Working Group Function
To review the literature on leadership competencies and talent management programs
To develop a draft of leadership competencies and resources available within the London hospitals, Schulich School of Medicine & Dentistry Faculty Development and Western University
To develop a draft program which is consistent with the talent management programs for staff at the London Hospitals and faculty at Western University
To draft a communication plan and change management plan
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Career Development Planning Project Team
Carl Holland (Chair) Jennifer Devlin, Child Health Research Institute Derrick Gould, Acuity Star Mair Hughes, Administrative Officer, Pathology Maureen Macpherson, Medical Affairs Patty Smith, Administrative Officer, Pediatrics Sue Thomsen, Administrative Officer, Medicine
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Career Development Planning Project Functions
• To review and revise Career Development Plan (CDP) document incorporating the following:
• The Academic Role Categories• Mentoring• Professional staff leadership competencies
• To provide recommendations regarding the CDP process eg. frequency of completion of CDP
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Model
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Competencies
Self Awareness and Emotional Intelligence Develop Self and Others Communicate and Engage Effectively Build Collaborative Relationships, Coalitions
and Strategic Partnerships Inspire, Achieve and Innovate Manage Resources Transform and Lead to the Future
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The ability to develop and maintain a sense of presence and emotional maturity that is anchored in:• Awareness of one’s strengths and limitations• Understanding of one’s own emotions and the impact of
one’s behaviour on others• Consistent behaviour that is congruent with personal and
organizational values• Appropriate management of emotions• Demonstration of resilience in a range of complex and
demanding situations• An inner confidence that one can succeed and overcome
obstacles
Self-Awareness and Emotional Intelligence
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• Core for:• Foundational• Enhanced• Strategic
• Suggested Development Opportunities:• Personality Dimensions (Hospital)• EQI (Hospital)• Self Awareness (Schulich)
Self-Awareness and Emotional Intelligence
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• Shows tact and diplomacy in dealing with others• Actively listens, gives and receives feedback• Uses active listening when interacting with individuals or
groups, reflecting on verbal and non-verbal behaviour in order to understand and respond appropriately to the concerns of others
• Keeps others informed about issues that affect them• Presents appropriate information clearly and concisely to
a variety of audiences• Encourages open exchange of information and ideas
using appropriate communications media
Communicate and Engage Effectively
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• Core for:• Foundational• Enhanced• Strategic
• Suggested Development Opportunities:• Dialogue: the Language of Complex Systems
(CMA)• Crucial Conversations (Hospital)• Negotiation and Conflict Management (CMA)• Leader Effectiveness Training (LET) (Hospital)
Communicate and Engage Effectively
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• Eg.• Facilitates environments of collaboration and cooperation to
achieve results and to achieve the vision• Core for:
• Foundational• Enhanced • Strategic
• Suggested Development Opportunities:• Project Management (Hospital)• Introduction to Lean Tools (Hospital)
Build Collaborative Relationships, Coalitions and Strategic Partnerships
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• Eg.• Builds/encourages strategic partnerships with external
agencies to support care, education and research• Required for:
• Strategic Leadership
• Suggested Development Opportunities:• Influencer Overview (Hospital)• Influencer Training (Hospital)• Leading the patient safety process (CMA)
Build Collaborative Relationships, Coalitions and Strategic Partnerships
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• Eg.• Considers innovations by challenging the way or the status quo• Core for:
• Foundational• Enhanced• Strategic
• Suggested Development Opportunities:• Grants and Grant Applications (Hospital)• Foundational Leadership Skills – for project leaders, committee chairs
and professionals (Hospital)
Inspire, Achieve and Innovate
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• Eg. Helps to improve the skills and capabilities of others and fosters their long-term learning and development through performance management, coaching, and mentoring leading to empowerment
• Core for:• Foundational• Enhanced• Strategic
• Suggested Development Opportunities:• Teaching Tips (Schulich)• Mentoring (Schulich)• Developing Other Leaders (Hospital)
Develop Self and Others
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• Eg.• Actively contributes to change processes that improve health
service delivery
• Core for:• Foundational• Enhanced• Strategic
• Suggested Development Opportunities:• An Introduction to Appreciative Inquiry for Leaders (Hospital)
Transform and Lead to the Future
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• Eg.• Leads others in change by collaboratively setting priorities,
determining methods and procedures, and implementing continuous improvement strategies
• Required for:• Strategic
• Suggested Development Opportunities:• Canadian Certified Physician Executive Program (CSPE)• BASICS (Western)
Transform and Lead to the Future
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• Eg.• Monitors/evaluates ongoing use of resources in meeting
established goals
• Core for:• Foundational• Enhanced• Strategic
• Suggested Development Opportunities• HR101 (Hospital)• Management dynamics: understanding hospital performance (CMA)
Manage Resources
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• Eg.• Participates with others to define strategies for approved
resource growth
• Required for:• Enhanced• Strategic
• Suggested development opportunities:• Becoming a Strategic Leader (Hospital)• Strategic Influence: Advocacy, Alliances and Accountability (CMA)
Manage Resources
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• Eg.• Understands the business implications of opportunities to drive
decisions when implementing business strategies
• Suggested development Opportunities• Dollars and sense: finance and economics for the health care leader (CMA)
• Required for:• Strategic
Manage Resources
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• Implementation of a development series which has been designed to provide key information and skill development for new professional staff
• Target Group: new professional staff members who are new to Ontario or the Ontario Health Care System
• The sessions were put into a half-day (four times per year)
Professional Development Series
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• Topics include:• Grants\Grant Writing• Running Effective Meetings• Supervising the Learning Environment• Managing Ethical Decisions• Managing Patient Information• Leading Quality Initiatives• Self-Awareness/Reflective Practice• Leading Your Career Towards Promotion• Teaching Tips• Human Resource Issues
Professional Development Series
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Project Outcomes
Professional Leadership Competencies Document Talent Management Website Professional Development Series Chief Resident Role Description Draft revised Career Development Planning Document
which incorporates the Academic Role Categories, Mentorship and Professional Leadership Competencies
Talent Management Pilot Program Talent Management Advisory Committee
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Talent ManagementPilot Program
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Recognition
Thank you to all those individuals who submitted applications for the Talent Management Pilot Program
Congratulations to all of the successful applicants.
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Pilot Program Overview
Duration: approximately 1 year To enhance leadership competencies while
completing a stretch exercise To reflect on personal strengths and areas of
development To receive and reflect on feedback from a
mentor and others To choose two competency areas to develop
over the next year
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Pilot Program Participants
Alison Allan, Oncology Scientist Waleed Chehadi, PGY5 Resident, Critical Care
Medicine Arany Shanmugalingam, PGY4, Psychiatry Javeed Sukhera, Junior Faculty Member, Psychiatry George Zahariadis, Junior Faculty Member, Pathology-
Microbiology
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Profile
Allison Allan,London Regional Cancer Program Oncology Scientist Mentor: Dr. Glenn Bauman, Dr. Kem Rogers
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Area of Focus
Development of Strategic Direction for the Metastasis Translational Research Team
To develop a proposal to augment the existing training program to include value-added training skill sets that would ultimately meet the needs of the changing job market
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Profile
Waleed Chehadi, Critical Care Medicine PGY5 Chief Resident Mentor: Dr. Mithu Sen
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Area of Focus
To develop a proposal and implementation plan for cross-specialty learning rounds for residents/ students in acute care programs
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Profile
Arany Shanmugalingam, Psychiatry PGY4 Chief Resident Mentor: Dr. Volker Hocke
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Area of Focus
Creation of an official Mentorship Program for incoming Postgraduate Year 1 Residents in Psychiatry
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Profile
Javeed Sukhera, Child and Adolescent Psychiatry
Junior Faculty Member Mentor: Dr. Paul Links and Dr. Sandra Fisman
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Area of Focus
Develop a co-ordinated mental health service for transitional youth and young adults between the ages of 16-25.
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Profile
George Zahariadis, Pathology- Microbiology Junior Faculty Member Mentors: Dr. Robert Lannigan, Dr. Subrata
Chakrabarti
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Area of Focus
To develop a proposal and implementation plan to revise the medical microbiology Residency program
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Next Steps
Meet and develop a plan with Mentor Self reflection on areas of improvement ie.
Competencies Meet with the Talent Management Advisory
Committee and fellow participants of the pilot program several times throughout the year
Meet with Mentor approximately monthly to discuss leadership
Evaluation and Recommendations
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Questions?