client logo goes here consultant name, date the shifting healthcare leadership pipeline

CLIENT LOGO GOES HERE

CONSULTANT NAME, DATE

The Shifting Healthcare Leadership Pipeline

2 2

TABLE OF CONTENTS

Who We Are

Diversity Capabilities

Our Commitment

Healthcare Leadership Today

Gender and Healthcare Leadership

Implications for Organizations

3 3

WHO WE ARE

Top ten executive search firm in the U.S.

Global presence throughout 30 key economies as exclusive U.S. partner of Alto Partners

Nearly 40 years of successful service to our clients and candidates

GSA and Women’s Business Enterprise National Council (WBENC) certified

Over 5,000 searches since founding, with 200-225 searches on average per year

4 4

Diversified has been committed to diversity since its inception. The firm was formed, in part, to promote gender diversity by providing professional women with entry into the executive marketplace.

Our firm is a nationally recognized leader in gender and cultural diversity recruiting.

We have established a comprehensive network of senior diversity leaders across industry sectors.

Our goal is to present a balanced panel of candidates on every search assignment.

We believe we have the best record of retention in the industry. Since 2002, we have monitored our progress on a quarterly basis in the area of diversity of candidate pool and placement.

DIVERSITY CAPABILITIES

Diversified is certified by the Women’s Business

Enterprise National Council (WBENC) and are honored to be in the company of some of the finest organizations in the

nation.

5 5

DIVERSIFIED COMMITMENT

We uncover high-potential, standout leaders in every search because theopportunity for greatness is often found in unexpected places.

Standout Candidates

GENERATIONAL

gender cultureFUNCTION

ethnicity indu

stry

6 6


CEOs ranked top issues facing hospitals:

1. Financial challenges2. Healthcare reform implementation3. Governmental mandates4. Patient safety and quality5. Care for the uninsured6. Patient satisfaction7. Physician-hospital relations8. Population health management9. Technology10.Personnel shortages11.Creating an accountable care organization

Source: Top Issues Confronting CEOs: 2013. American College of Healthcare Executives. Retrieved February 2014. www.ache.org/pus/research/ceoissues.cfm

7 7


Source: Hospital CEO Turnover 1981-2012. American College of Healthcare Executives. Retrieved February 2014, http://www.ache.org/pubs/research/ceoturnover.cfm.

8 8

Source: Navigating Succession Planning, Leadership Development & CEO Transition. Yaffe & Co. Survey: Executive Compensation, 2011.


9 9


Succession management not embedded in most healthcare organizations.

• 70% of hospital CEOs say there’s no routine succession planning within their facilities

• 51% of system CEOs report succession planning is not routinely conducted on a system level at their organization

• National Center for Healthcare Leadership research confirms succession planning is one of the least frequently practiced leadership development strategies, particularly at hospitals.

Sources: Best Practices in Health Leadership Talent Management and Succession Planning. National Center for Healthcare Leadership. 2010. “Succession Planning Practices & Outcomes in U.S. Hospital Systems: Final Report.” American College of Healthcare Executives, August 2007.

10 10

Women continue to be under-represented at top levels of leadership.


Sources: Bureau of Labor Statistics (2011), EEOC Employer Information Report for Hospitals (2011), American Hospital Association (2010), American College of Healthcare Executives (2013).

11 11

Fewer women aspire to be CEOs than men. More women aspire to stay within healthcare over the next 15 years than men.


Source: A Comparison of the Career Attainments of Men and Women Healthcare Executives. American College of Healthcare Executives. Retrieved February 2014, http://www.ache.org/pubs/research/2012-Gender-Report-FINAL.pdf

12 12


Diversified Research: Healthcare Leadership and Gender

• Identify specific factors and trends that differ by gender and impact the process of recruiting, developing, retaining and advancing healthcare talent

• Study conducted in partnership with the Women’s Leadership Center at Kennesaw State University Coles College of Business

- 282 quantitative responses to online survey- 157 women, 125 men in leadership levels from Director to CEO- 58% secular non-profits, 21% religious non-profits, 9% government, 7% for-

profits, 5% other- 38% > 10,000 employees; 22% between 5,000 and 9,999 employees;

32% between 1,000 and 4,999 employees; 8% fewer than 999 employees- 52% urban, 36% suburban, 12% rural

13 13



• What factors explain gender differences in career outcomes of healthcare leaders? How do demographics, education, and functional experience differ by gender?

• How do career and life interests of healthcare leaders differ for men and women? Do these variables explain gender differences in salary, managerial level and career satisfaction?

• What do male and female healthcare leaders perceive as either positively or negatively impacting their career success?

14 14



Education Background

Functional Expertise

Career Paths

Career Advancement

15 15


ACHE 2014 member profile provides snapshot of members’ educational backgrounds.

• 62.6% hold one Masters degree

• 21.9% hold Doctorate or two

Masters degrees

• 15.5% hold Bachelors or less

Source: https://www.ache.org/pubs/research/demographics.cfm

16 16

Diversified research revealed education backgrounds of current healthcare leaders in the study differ by gender.


17 17


Healthcare leaders with MDs are more likely to be men than women; however, demographics of the physician world are changing.

Source: Young, A. et al. A Census of Actively Licensed Physicians in the US, 2012. Journal of Medical Regulation, Vol 99 No. 2 2013.

18 18

Diversified research shows women and men in leadership positions have different work histories.

Functional Background: All LeadersMen Women

35.7% Medicine 43.9% Nursing

16.7% Finance 9.6% Medicine

14.3% Administration 6.4% Finance

8.7% Operations 6.4% Human Resources

7.9% Human Resources 6.4% Administration

Functional Expertise

Among CEOs in the survey: •53% of women CEOs have nursing backgrounds. •43% of men CEOs come from general administration.

19 19

Career Paths

Women tend to stay at an organization longer than their male peers.

20 20

Career Paths

Women are more likely to be promoted internally than hired externally.

21 21

Career Paths

Implications of the internal versus external dynamic:

Cost of hiring external candidate higher than hiring internal candidate•Diversified study shows internal hires’ compensation 93% of external hires’ compensation•Cost of recruitment ranges from $50,000 to more than $1.5million for CEO

Research indicates performance differs by internal versus external hires•Senior leaders hired externally have less tenure in their roles•Senior leaders hired externally perform lower when compared to internal promotions•In one study, 35 percent of the externally hired CEOs fired versus 19 percent who were promoted from within

22 22

Career Advancement

Women cited specific factors as more helpful to their careers than men did, including:

• Leadership abilities

• Support from family members

• Networking within their organizations

• Having sponsors to endorse them

• Involvement in professional or community organizations

• Access to flexible work practices

23 23

Career Advancement

Sources of professional advice for women:

• Spouse• Family members• Friends• Senior executives at other organizations• Executive coaches• Senior executives at current organization • Professional recruiters• Business consultants

24 24

Career Advancement

Women identified challenges to career advancement:

• Lack of supportive supervisors• Exclusion from informal networks• Lack of senior role models “like me”• Inhospitable culture/biased attitudes• Failure of senior leadership to help advance someone “like me”• The need to prioritize family over work

Men identified different challenges to career advancement:

• Unwillingness to change organizations / companies• Having an ineffective leadership style• Lack of significant general or line management experience

25 25

Conclusion…..

• Insert final thoughts, take-aways

client logo goes here consultant name, date the shifting healthcare leadership pipeline

Documents

healthcare leadership

healthcare organizations

gender diversity

year slide

succession management

diversity capabilities

routine succession planning

navigating succession