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Talent Management for Professional Staff and Faculty Overview. Maureen Macpherson, Dr. Margaret Steele, Dr. Robin Walker Talent Management Conference: Effective Leaders in a Changing Health Care Environment November 27, 2012. Disclosure.
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Talent Management for Professional Staff and FacultyOverview Maureen Macpherson, Dr. Margaret Steele, Dr. Robin Walker Talent Management Conference: Effective Leaders in a Changing Health Care Environment November 27, 2012
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
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
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)
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
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)
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
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
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
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?
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
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.
Governance • Steering Committee • Physician\Faculty Advisory Committee • Leadership Development Working Group • Career Development Working Group
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
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
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
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
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
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
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
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
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
Self-Awareness and Emotional Intelligence • 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 • Core for: • Foundational • Enhanced • Strategic • Suggested Development Opportunities: • Personality Dimensions (Hospital) • EQI (Hospital) • Self Awareness (Schulich)
Communicate and Engage Effectively • 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 • 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)
Build Collaborative Relationships, Coalitions and Strategic Partnerships • 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 • 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)
Inspire, Achieve and Innovate • 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)
Develop Self and Others • 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)
Transform and Lead to the Future • 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 • 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)
Manage Resources • 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 • 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 • 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
Professional Development Series • 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 • 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
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
Recognition Thank you to all those individuals who submitted applications for the Talent Management Pilot Program Congratulations to all of the successful applicants.
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
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
Profile • Allison Allan,London Regional Cancer Program • Oncology Scientist • Mentor: Dr. Glenn Bauman, Dr. Kem Rogers
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
Profile • Waleed Chehadi, Critical Care Medicine • PGY5 Chief Resident • Mentor: Dr. Mithu Sen
Area of Focus • To develop a proposal and implementation plan for cross-specialty learning rounds for residents/ students in acute care programs
Profile • Arany Shanmugalingam, Psychiatry • PGY4 Chief Resident • Mentor: Dr. Volker Hocke
Area of Focus • Creation of an official Mentorship Program for incoming Postgraduate Year 1 Residents in Psychiatry
Profile • Javeed Sukhera, Child and Adolescent Psychiatry • Junior Faculty Member • Mentor: Dr. Paul Links and Dr. Sandra Fisman