Maureen Macpherson, Dr. Margaret Steele, Dr. Robin WalkerTalent Management Conference: Effective Leaders in a Changing Health Care EnvironmentNovember 27, 2012

Talent Management for Professional Staff and Faculty

Overview

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

Model

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

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)

Self-Awareness and Emotional Intelligence

• 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)

Communicate and Engage Effectively

• 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)

Build Collaborative Relationships, Coalitions and Strategic Partnerships

• 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)

Inspire, Achieve and Innovate

• 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)

Develop Self and Others

• 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)

Transform and Lead to the Future

• 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

Manage Resources

• 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

Professional Development Series

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

Talent ManagementPilot Program

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

Area of Focus

Develop a co-ordinated mental health service for transitional youth and young adults between the ages of 16-25.

Profile

George Zahariadis, Pathology- Microbiology Junior Faculty Member Mentors: Dr. Robert Lannigan, Dr. Subrata

Chakrabarti

Area of Focus

To develop a proposal and implementation plan to revise the medical microbiology Residency program

Next Steps

Meet and develop a plan with Mentor Self reflection on areas of improvement ie.

Competencies Meet with the Talent Management Advisory

Committee and fellow participants of the pilot program several times throughout the year

Meet with Mentor approximately monthly to discuss leadership

Evaluation and Recommendations

Questions?