The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral
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The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral at Modern Healthcare's 8th annual Workplace of the Future Conference on Wednesday, October 14, 2015 at the Omni Hotel in Nashville Tennessee.
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The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees – Joseph Cabral
- 1. The Leadership Pipeline: Cultivating Your Organization’s High Potential Employees Joseph Cabral, CHRO
- 2. Empathy: The Human Connection to Patient Care
- 4. • More than 75 Northern Ohio locations • National and international locations in Canada, Florida, Nevada and Abu Dhabi • 27 institutes • Patients from 133 countries • Nationally ranked and recognized in 10 out of 10 specialties Operating Statistics
- 5. 42,523 Employees 8 Regional Hospitals 16 Family Health Centers 7 National & International Locations = 1,000
- 7. What Can We Learn From These?
- 9. Challenges/Opportunities The Business Environment Consumerism & Transparency Increasing Costs Healthcare Reform Increasing Life Expectancy Declining Reimbursement Pay for Performance Quality & Satisfaction Fragmented Care Increasing Government Oversight
- 10. External Pressures 10 Health Care Reform Crisis
- 11. Consumer Choice • Patients are better informed • Direct Marketing • Cost of Healthcare • Access • Options
- 13. Change in the Business Model • Value-Based Care • Shifts lower acuity case load from inpatient to outpatient setting • Advancements in minimally invasive techniques and procedures • Diagnostic efficiencies • Patient satisfaction • “Boutique” services • Health Clinics located inside pharmacies Shift To Ambulatory
- 15. Community Health Centers Labs Physician Offices Home Care & Hospice Assisted Living Nursing & Rehabilitation Tertiary HospitalsSpecialty Hospitals Regional Hospitals An Integrated System Patients & Families Ambulance Services
- 17. Why Leadership Development? • Roughly 62% of our revenue is spent on Human Capital • Critical for business continuity • High correlation between customer satisfaction and employee satisfaction • 23% of our active caregivers are age 55 or older and 16% are Cleveland Clinic eligible to retire • 33% of our active leadership are age 55 or older and 25% are Cleveland Clinic eligible to retire
- 18. 18 Focusing on Talent Management Drive Innovation Collaborate with the System, Customers and Key Stakeholders Act Like an Owner Inspire Others Classified • Unclassified Develop Self and Others
- 19. Investing in Human Capital $3.2B $560M $3.7B $2.2B Expense ■ Salary/Wages ■ Benefits Total $3.7B ■ Other Operating Expenses ■ Total Salary, Wages, Benefits Human Capital 58% Investment
- 20. Driving Organizational Performance through Your Leaders
- 21. • People Strategies − Sustaining Growth − Align with business strategies − Sustainable success • Human Capital Management − Leadership Development − Caregiver Engagement • HR Modernization − HR Shared Services − Technology Platform − Data integrity − Analytics HR – Evidence Based Integrated Business Partner
- 22. Talent Management: Keeping it Simple Effective Talent Management Engaged Employees Satisfied Customer /Patient Strategy Execution Business Results
- 23. Evidence-Based Human Capital Management • Leadership Development — Emerging Leader — Team Leader — Operational Leader — Strategic Leader
- 24. What Should We Focus On • Enable the right behaviors to drive success • How we are going to do it – Create a culture of readiness & accountability – By focusing on frontline leadership accountability
- 25. Terry Tate: “Office Linebacker”
- 27. Our Leaders are Our Competitive Advantage!
- 28. Leaders Matter in an era of uncertainty they are the most important lever FRANK E. BUNTS, MD JOHN PHILLIPS, MDGEORGE CRILE SR., MD WILLIAM E. LOWER, MD
- 29. Talent Pools • Identify, Assess and Develop our future talent • Global mindset • Tied to C-Suite
- 30. Accelerated Programs Talent Pool Leading Organizations Leading Managers Leading Others Leading Enterprise C-Suite• Institute Chair • Hospital President • Nurse Director • Senior Directors • Institute Admin. • Department Chair • Nurse Manager • Director • Dept.Administrators • All Physicians • Asst.NurseManager • Supervisor Effectively leading in any situation Innovating for continuous improvement Strategizing the Operational Agenda Driving for Driving for Organizational Success
- 31. Accelerate Current Executive Leaders • Institute Chairs & Hospital Presidents • Multiple sessions • Partner with university program for design and delivery • Focus: leading change in volatile environment, compelling communication
- 32. New Leader Transitions “Without onboarding mechanisms, 40% of all new leader transitions will fail within the first year” (Watkins, The First 90 Days, 2003) *Source: Cleveland Clinic HRIS Data, 2014 740 New Leaders Annually • Opportune Moment to Develop • Equip and Accelerate Transition • All levels of leaders
- 35. Boeing Leadership Center • 300,000 square feet, 200 hotel rooms • Leader to Leader Teaching • 5,000 Boeing employees participate each year
- 36. Deloitte University • 600,000 square feet, 800 hotel rooms • 100% experiential learning • Employees immersed every 2-3 years
- 37. • Global presence, Bottling group • GE Roots: Learning Model • Leader Level Development • Delivered Locally
- 38. • Rigorous Hiring –Psychometric testing –Intentional selection college graduates • Talent Councils –300 globally (functional and area) –Stretch assignments to develop
- 39. • Invest in leadership development • Innovative learning models • Protected time for development • Tie to outcomes
- 40. Align and Engage All Leaders • Care transformation imperative • Align to enterprise goals • Culture of engagement • Equip with skills to drive results 2,500 leaders
- 42. Transform • C-Suite Direction • Align 2,500 leaders • Impact 43,000 caregivers • Reach 6,000,000 patients
- 43. Enterprise Goals Patients First Continuously improve quality, safety, & patient satisfaction Caregivers Make CC the best place to work Affordable Provide highest value care Growth Responsibly develop to sustain mission
- 45. “the world’s leading healthcare learning organization” innovativeUnified caregivers delivery Global leader in education Talent pipeline Aligned with business goals Vision Cleveland Clinic Learning Anytime,Anywhere Learning Mobile Effective Leaders
- 49. Linking Metrics to Performance • Establish the organization’s line of sight and direction • Create clear measures • Communicate the metrics Dashboard Organizational Scorecard Month/Year Date
- 50. Linking Metrics to Individual Performance Scorecard QUALITY Financial Performance Patient Experience Month/Year Date Dashboard
- 51. Do not forget to focus on the values! “If you throw your heart over the fence, the rest will follow.” -Anonymous Linking Metrics to Performance • Quality • Innovation • Teamwork • Service • Integrity • Compassion
- 52. Organizational Alignment Scan QR code to send OneHR ideas Download QR Scan App for your mobile device:
- 53. Incentive Compensation NSLIJ Health System - Annual Incentive Plan Calculation YOUR NAME AND TITLE HERE Base Salary $200 20.0% $40 Target Total Cash Compensation $240 Actual Bonus as of 13.5% $27 Actual Total Cash Compensation as of $227 Above (Below) Target ($13) SYSTEM (100% Weight) Weight Thr. Tgt. Max. Patient Experience 25% 85.1 85.1 86.1 84.3 0% Weight * Result * Target Bonus $0.0 Quality 25% 85% 85% 95% 70% 0% Weight * Result * Target Bonus $0.0 Quality/Financial Perf. Excess Days 25% 8,244 10,305 12,367 11,162 121% Weight * Result * Target Bonus $12.1 Financial Performance 25% 0.3% 0.4% 0.7% 1.1% 150% Weight * Result * Target Bonus $15.0 System Results $27.1 OK Target Bonus Result Payout Likelihood to Recommend (Inpatient) September 17, 2007 Goal CMS Overall Indicators Controllable Margin 100%Target Maximum 50%Threshold Payout 150% Performance Link between performance and bonus payout: Circuit breaker is assumed to be "achieved".
- 55. Outcomes
- 56. 2014 Press Ganey Survey Results Employee: compared to National Healthcare Average for the engagement percentile Physician: compared to National Physician Average for engagement percentile Engagement Percentile Safety Percentile Participation Employee 59th 65th 87% Physician 65th 81st 75% Resident / Fellow N/A 91st 70% Overall 59th 66th 85% Perceptions of Teamwork
- 57. 2015 Engagement Goals • Target = 90th percentile after 2016 survey • Aggressive goal will require matched intensity in resources and attention
- 58. Engagement Initiatives • Focus on front-line leader development • Communication strategy • Integrate and deliver programs designed to fully engage workforce – Total rewards – Reward and recognition – Health and wellness – Stress management
- 59. Engagement • Nursing Top 3 Concerns – Stress – Staffing – Trust
- 60. What Do We Need to Focus On • Acknowledge every physician as a leader • Transparency that fosters trust • Focus and invest in our frontline leaders • Communication • Leveraging our Tier 1 leaders as ambassadors • Create a value proposition for our caregivers
- 61. “To lead is to learn. To learn is to get better. Continuous improvement is the goal of every leader, and every organization.” - Toby Cosgrove, MD
- 62. Cleveland Clinic Abu Dhabi Culture Video
Hinweis der Redaktion
- Start/Intro
- Some Bankrupt – Some overcoming ADVERSITY How HR is learning from all this? – Kodak: Stuck with film and avoided digital cameras – Circuit City: Too much inventory – Best Buy: – Response to online stores – customers get better price online and leave – Blockbuster: Fell Behind Netflix – Sears: Catalogue faded as the go-to source – Radioshack – Stores closing, revamping business model – Barnes & Noble – Moving to online book downloads – HOW WILL THEY REACT?
- View these more as an opportunity? All of these variable are bringing challenges & opportunities PAY FOR PERFORMANCE: Taking on more risk Consumer choice
- Not just a collection of distinct, individual entities Administratively and clinically integrated Shaped by our history; mergers; acquisitions; relationships; experience Unconditional Teamwork – single organization working for good of whole while respecting uniqueness and culture of each part and responsible for each other’s success; no silos Optimum physician leadership and involvement - physicians, administration, nursing all work together Commitment to clinical quality, patient safety, and cost effective care Patient centered; results for patients and the community define success Commitment to transparency – internally and externally Commitment to innovation and transformation Results oriented (metrics)
- How we used to engage caregivers – now we’ll go with a softer approach YOUTUBE LINK: http://youtu.be/LrzvcsjJIG4?t=14s
- We know that we have to respond quicker, become more agile more creative, and to have highly committed leadership to ensure that CC continues to thrive. The lever for us to change in this environment has to come from leadership. And that is all levels of leadership: from EVS supervisors and imaging managers to department chairman.
- Who will lead our organization. Certainly we need to have a thoughtful and formalized program around Talent Review. We have pockets of this now. But our focus needs to be on individuals who will have a global mindset. And ultimately the review needs to occur of the top leadership at our c-suite level
- How will we develop our rising talent? We would propose we transform Leading in Health Care from its current state into: Identified through talent review process Interdisciplinary cohorts of high potentials that are organized by leader level Protected development. Pulled out for a week long immersion Based on more experiential learning and cases, versus powerpoints and lectures
- This program is great moving forward, but we also have the need to develop our incumbent leaders. Brian would like to propose a focus on the clinical leadership. Specific the chairmen and hospital presidents. Leading huge swath of the clinical enterprise. But many had little to no formal development. When we spoke with the folks at Boeing and Coca-Cola, they choose to partner with outside corporate education experts at that high leader level. Duke, Kellogg, Harvard, etc.
- Another best practice that we would like to adopt is to ensure that we develop new leaders at key moments when they transition. Research has shown that the new leader fail rate is very high. And though we have not historically tracked, anecdotally that feels accurate. We have 740 new leaders at Cleveland Clinic each year. We do very little for our physician leaders and for non-physician leaders provide them a suggestion of courses they may want to consider over the course of a year. We need to be better at this. More thoughtful and directed.
- Thank you for this rich direction…. We would like to turn it over to Gina and Brian so they can share what they have learned and get your reaction to their Leadership Best Practice visits.
- Past 90 days to seek out the most respected and advanced leadership organizations Physically went to three of these and had virtual site visits with others. These corporate entities are eons ahead and have been diligently working their leader models for nearly 20 years. Takeaways: 1) they truly invest in l.d. From the CEO and board deep commitment and belief that investing in leadership will be the differentiation to their success. These are all for-profit entities We found many advanced and innovative approaches to learning. I took 2 of our ph.d learning experts and there mouths were hanging at their approaches and the innovative learning classrooms They carve out time. The development is very targeted, not open curriculum. But when you are tapped for this, you are brought to their learning building and out of your work environment for a full week. 4) Though, they cannot measure the ROI for development, they are very focused on outcomes. Either from the learners perspective or tie it to business metrics they are trying to move.
- Brian and I visited Boeing in June. There roots are from GE as the founding CEO (merger of McDonnell Douglas and Boeing) of their leadership center came from GE and this building is over 15 years old. The campus is bucolic, views of the Missouri river, the service is superb, but does not have a feel of a resort. We gleaned important programmatic factors from Boeing that we have built into our approach Leader to Leader teaching model. Each of their executives are called to teach for a week at a time 2x year. They actually enjoy the experience and the chance to have meaningful dialogue and feel they gain as much out of experience as the attendees. They work to ensure the leaders are strong teachers. 160,000 employees: 15,000 mangers, 1,600 executives Definite split between union and non-union
- Deloitte had similar feel on much larger scale. Westlake Texas, outside of Dallas North American Partners in 2010 reached consensus to build and pay (out of pocket) for leadership building $300M. Dedicated only to Deloitte employees, not client-facing. Similar look and feel. Boeing on Steroids. Enormous. Most innovative learning models. 100% experiential, small groups of four working with faciliatators on cases that are built upon each other throughout week to solve real-life business problem. 65,000 employees North America, grown 15% in three years. Looking to build another site or expand facility
- Brian to add his knowledge of Coca Cola
- Past 90 days to seek out the most respected and advanced leadership organizations Physically went to three of these and had virtual site visits with others. These corporate entities are eons ahead and have been diligently working their leader models for nearly 20 years. Takeaways: 1) they truly invest in l.d. From the CEO and board deep commitment and belief that investing in leadership will be the differentiation to their success. These are all for-profit entities We found many advanced and innovative approaches to learning. I took 2 of our ph.d learning experts and there mouths were hanging at their approaches and the innovative learning classrooms They carve out time. The development is very targeted, not open curriculum. But when you are tapped for this, you are brought to their learning building and out of your work environment for a full week. 4) Though, they cannot measure the ROI for development, they are very focused on outcomes. Either from the learners perspective or tie it to business metrics they are trying to move.
- We would like to propose that we initiate a leader series in 2016. Really around the care transformation imperative. We need to ignite our leadership. How we need to think different and act different. What we expect from them to lead Cleveland Clinic. Give them the tools to drive results
- You have highlighted some teams in Connections and they work they are doing around the improvement model. We want to cascade this tool to all leaders to accelerate their understanding and their use
- Why are we recommending this approach? You have set our direction, goals, strategies. Now we need to align this group of leaders to these goals. Ignite them to the change. And instill the tools to drive forward This group will touch all 43,000 caregivers directly, every day they interact. And our caregivers will reach 6 M patient visits every year
- We have set the Goals
- Now how to communicate in a way that every caregiver knows what is expected of them to support I would submit that Toby has done an incredible job of cascading messages down into our organization. I don’t believe our mangers and leaders have been as successful as tying these messages to their work teams and their work they do every day. We need to cascade across as well.
- The vision we have for leadership is the aligned with our expectations for Cleveland Clinic. That we are the best leadership and learning organization in healthcare period. We scanned in the corporate world quite frankly because we do not believe there is anything in healthcare that is very innovative. We have a big leap on other organizations already with the outward-facing programs you sponsored, from Samson to Executive Visitors and Intl Fellowships. This is a space open for us, if we choose, to emerge as the worlds leader
- Felt it was important to help unite the brand. We have had several different names for our organizaton either from previous HR or OPSA iterations. We worked with the tremendous team under Paul Matsen’s direction .
- 51
- TRANSPARENCY
- Manager goals (as usual) but also added another layer of goals at the division level for accountability. “We Heard You Program” was created to help support divisions and leaders achieve these goals. Focus is on developing our front line leaders “Voice of Customer” calls made to Tier 3 leaders to understand needs. Engagement Leadership Series (based on Cleveland Clinic Leadership Experience) over the next 5 months to support our Tier 3 managers (and their managers). 99% of Tier 3 leaders and 98% of Managers of Tier 3 Managers are registered. Best Practice Sharing from our Tier 1 leaders. Pilot rolling out with the IT organization this month and then rolled out to the rest of the enterprise in summer. Best Practice call with Carolinas to understand what else they do to support frontline leaders. Existing resources and programs: The REDE model (pronounced “ready”) is a conceptual framework for teaching relationship-centered healthcare communication. Based on the premise that genuine relationships are a vital therapeutic agent, use of the framework has the potential to positively influence both patient and provider. The REDE model applies effective communication skills to optimize personal connections in three primary phases of Relationship: Establishment, Development and Engagement (REDE). This paper describes the REDE model and its application to a typical provider-patient interaction.
- First Engagement - June We Heard You Campaign Do the right thing…by you, our leaders, our Caregivers. Listening to our caregivers for input into the Engagement Leadership Series as well as other aspects of the Engagement Program…your opinions matter! Drive continuous learning and development of teams. Using the 70, 20, 10 approach to development. We have integrated our learning and development function into the engagement program to better support you and the organization.
- Thank you for the great input this morning. We all know that we are a pivotal moment that will help determine that Cleveland Clinic continues to thrive and grown. Want to end with this quote from a leader whom we are all pretty familiar. And would ask for your continued support as we work to build up our leadership model. And know that you are support is key. This cannot be successful if viewed as an HR or Chief of Staff initiative. We need to be all in sync with our executive leadership as to the importance of learning. Thank you.
- Global Recognition