Presented at the 2012 AHA Leadership Summit by Jill Schwieters and Carrie Harris-Muller

1. ACQUIRING AND
DEVELOPING
TALENT
IRRESPECTIVE
OF CARE MODELS
Content Property of Pinstripe, Inc. 1

2. CARRIE JILL
HARRIS-MULLER SCHWIETERS
ACO President President
Detroit Medical Center Pinstripe Healthcare
Vanguard Health System

3. TODAY
“ Think
differently
about your
• Talent Requirements of
Today
• Talent Demands of
Tomorrow
Workforce – How do we acquire?
– How do we develop?
”
• Critical Success Factors
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4. COMPELLING PRESSURES

5. HEALTHCARE DELIVERY MODELS
18%
30%
Bundled Payment
19% ACO
Comprehensive Primary Care
12% Multi-Payor Advanced PCP
21% PCMH

6. GREAT TALENT
DELIVERS GREAT CARE
But the workforce that got you to
good, won’t get you to great.

7. NEW REQUIREMENTS OF HEALTHCARE TALENT
Passionate &
Engaged
Technology
Oriented
Adaptability Team Players
to Change
Critical
Thinkers Patient
Centered

8. PASSIONATE &
ENGAGED
Happy Employees = Happy Patients = $
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9. PATIENT CENTERED
Informed Patients Create
Healthier Communities
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10. TEAM PLAYERS
Team-based Care
Reduces Readmissions
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11. CRITICAL THINKERS
Smart Choices + Experience = Results
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12. TECHNOLOGY
ORIENTED
It’s simpler than you think.
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13. TALENT DEMANDS OF TOMORROW
? ?
HOW DO WE ACQUIRE HOW DO WE DEVELOP

14. TALENT
ACQUISITION
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15. TALENT ACQUISITION PROCESS
Review each stage of your process.
• Research • Requisition • Select • Start
• Brand • Recruit • Offer • Onboard
• Social Media • Screen • Screen • Orient
• Pipeline • Schedule • References
• Contact • Assess • Background
• Qualify

16. RECRUITMENT TEAM MODELS
Resource, Infrastructure & Technology Costs
Internal Team with
Contingent Support Build Internal
Recruitment Team
Hybrid / Shared Internal &
External Recruitment Team
External Recruitment
Partnership
Flexibility & Scalability

17. TALENT
DEVELOPMENT
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18. FOUR KEY STEPS
1. Identify critical roles
2. Actively promote employee referral program
3. Partner with local and regional schools
4. Create paths to internal promotion
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19. EMPLOYEE DEVELOPMENT
Succession Coaching
Management Assessment
ORGANIZATION INDIVIDUAL
NEEDS NEEDS / DESIRES
VALUES
DESIRED
STRATEGIC COMPETENCIES ANNUAL GOALS
INITIATIVES (KNOWLEDGE, Individual
Development DEVELOPMENT
BEHAVIOR, NEEDS
SKILLS) Plan (IDP) MOBILITY
DESIRED
OUTCOMES STRENGTHS CAREER
OPEN POSITIONS &
ASPIRATIONS
OPPORTUNITIES
MISSION
VISION
Strategic Organizational Career Performance
Competencies Planning / Management Management
Restructuring
Source: Bersin & Associates

20. LEADERSHIP DEVELOPMENT
Delivery Driven
• Analyzing
Discovery-Driven
• Planning
• Associating • Detail-oriented
• Questioning • Implementing
• Observing • Self-disciplined
• Idea Networking
• Experimenting

21. CLOSING
THOUGHTS
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22. With GREAT PEOPLE and GREAT CARE…
…Healthcare Organizations Achieve:
MORE ENGAGED EMPLOYEES
DEEP-ROOTED CULTURES
LASTING PATIENT RELATIONSHIPS
HIGH QUALITY OUTCOMES
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23. HAVE YOU
SETTLED AT
GOOD OR
DO YOU STRIVE
TO BE GREAT
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24. Carrie Harris Muller
ACO President, Vanguard Health System
chmuller@dmc.org
Jill Schwieters
President, Pinstripe Healthcare
jschwieters@pinstripehealthcare.com
pinstripehealthcare.com