the healthcare executive of tomorrow · optimism in a changing healthcare landscape 8 satisfied or...

The Healthcare Executive of Tomorrow

Tuesday, April 18th

Presenters

Copyright © 2017 AMN Healthcare2

Lydia Ostermeier

Vice President,

Senior Executive Search

B.E. Smith

2016 Survey of Healthcare Executives

3

Today’s Topics

• Survey Demographics and Highlights

• Optimism in a Changing Healthcare

Landscape

• Leadership Competencies for Future

Leaders

• Recruiting the Executive of the Future

• Developing Your Future Leaders

Copyright © 2017 AMN Healthcare

Survey Demographics

Purpose: Explore industry, workforce and career trends impacting executives

4

Nearly

1,000respondents 67% 33%

Gender ratio

1:1(female to male)

Large Representative

Samples of Ages

Gen Y Gen X Baby Boomer Traditionalist

Hospital/Health

SystemOther

Organization

Copyright © 2017 AMN Healthcare

(18-35)

2%

(36-50)

22%

(51-69)

71%

(70+)

3%

Optimism in a Changing Healthcare Landscape

5

65%Executives optimistic regarding

2017 outlook

46%Government

Regulations

37%Financial

Pressure

Most Impactful in Future of Organization

• 36% increased regulatory and reimbursement requirements

• 18% evolving leadership roles and competencies

• 16% shortage of experienced leaders

Potential 2017 Healthcare Disrupters

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Optimism in a Changing Healthcare Landscape

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Employee Engagement

Keys to Engagement

Population Health

10%

no strategy

in place

30%

Currently

implementing

a strategy

27%

strategy

being

developed

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23%

strategy

in place

Optimism in a Changing Healthcare Landscape

Most likely to

leave following

a CEO departure

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ACHE* CEO

Turnover Average• Strategic Planning

• Employee

Engagement

• Community

Relationships

• Financial

Impacts

CNO

11%

CFO

34%

CMO

3%

15

16

17

18

19

20

2010 2011 2012 2013 2014 2015

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* American College of Healthcare Executives

COO

34%

34%

27%

9%

14%

Optimism in a Changing Healthcare Landscape

8

Satisfied

or highly

satisfied

Majority of

leaders

Must leave to

advance career

42% 25%

Not seeking

to advance in their

organization

Considering career

change this year

57% 85%

Approached with

job opportunity

last year

92%

Would consider a

job change for the

right opportunity

Copyright © 2017 AMN Healthcare

Leadership Competencies for Future Leaders

9 Copyright © 2017 AMN Healthcare

30% 23% 19% 18%

Top 4 Concerns

Leadership

competenciesComplex

operating

models

Speed of

change

Most Important Leadership Skills

Vision/

Strategy

Integrity Agile/

Adaptable

Uncertainty

of Risk

Communication Collaborative

Recruiting the Executive of the Future

10

Providing

Interim

Leadership

27%

Finding

Quality

Candidates

60%

Biggest Challenge in Executive Vacancy

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31% 25% 22% 14%

Greatest Recruitment Challenges

High Quality

TalentOrganization

Culture

Organization

Location

Career

Advancement

/Succession

Planning

Recruiting the Executive of the Future

11 Copyright © 2017 AMN Healthcare

Social media plays a

role in finding career

opportunities80%

Social media

plays a role in

recruitment efforts90%

Biggest impact to retaining top talent

Recruiting the Executive of the Future

12

Strong emphasis on healthcare

experience and growing talent within

Top External Industries for Talent

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Biggest impact to recruiting top talent

0 20 40

Other

Lifescience/Pharmacutical

IT

Hospital

Finance

0 20 40

Current Employees

Succession Planning

Management

Compensation

Brand

0 10 20 30

Current Employees

Succession Planning

Compensation

Brand

Management

Top Influencers to Recruitment and Retention

• Overwhelming majority of

executives considering a career

change cited career advancement

and compensation as top

influencers for engagement (94%)

and retention (94%)

• Almost all executives considering

a career change also reported the

need to leave their organization to

advance their career (98.5%)

13 Copyright © 2017 AMN Healthcare

Developing Your Future Leaders

14

30% 49%55%

Are developing

leaders internally

Of organizations

lack a succession

planning program

Utilize informal

succession programs

compared to formal

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Developing Your Future Leaders

15

Non-

Managers

23%

Managers

38%

Senior

Executives

58%

Nurse

Leaders

47%

Physician

27%

Interim

Executives

26%

Formal Skills

Assessments

48%

Organizational

Planning

70%

Mentoring

67%

Executive

Coaching

54%

How

Organizations

are Utilizing

Leadership

Assessments

& Talent

Reviews

Key Elements

of Succession

Planning

Programs

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New Leadership Skills & Competencies

Innovative Workforce Strategies for Highly Competitive Market

Survey Highlights

16

Shortage of Experienced Healthcare Leadership

Copyright © 2017 AMN Healthcare

Volume-to-Value Driving Tighter Operating Margins

Q & A

Thank You!Phone: (855) 296-6318

Email: BESLeadership@besmith.com

B.E. Smith, Inc.

Lenexa Office

8801 Renner Ave

Lenexa, KS 66219