2016 HUMAN CAPITAL INVESTMENT CONFERENCE RITZ-CARLTON CHICAGO | NOVEMBER 15-16, 2016

USING EVIDENCE-BASED PRACTICES: THREE CASE STUDIES

Aimee Albritton, PhD Vice President, Organization Development & CLO, Memorial Health System

Competency Model

Aimee Allbritton, PhD

Vice President, Organization

Development

and Chief Learning Officer

Memorial Health System

Net Revenue: $1.02 Billion

# of Employees: 7,247

Increase value through improved patient experience, clinical and financial performance

Leverage data to improve performance

Improve workforce capacity and employee

capabilities

Strengthen SIU School of Medicine partnership

Strengthen Springfield Clinic partnership

Expand value-added affiliations individually and through the BJC Collaborative

Reduce overall cost structure to compete at rates declining towards Medicare rates

Increase participation in risk-based payment

models

Action Plan Tactic:

Execute approved tactics for developing the

capability of our workforce

through utilization of

workforce, employee, team

and leadership development programs

and interventions.

LDI 2016:

BY THE

NUMBERS

MHS Leadership Competency Model: 2008 -

2011

Participative Leadership: Represents a broad set of characteristics, abilities or skills that align with Memorial Health System’s core culture and allows the individual to lead by creating synergy and building relationships across the organization.

Team Builder: Builds and maintains a cohesive team by hiring and retaining the best people

Fosters team spirit

Servant Leader Serves the organization

Leads by example

Demonstrates humility.

Trust Builder: Follows through on commitments and contracts

Widely trusted

Seen as direct and truthful

Builds Productive Relationships: Interacts with others in a way that develops and uses collaborative

relationships to facilitate the accomplishment of goals

Relates well to a variety of people and all levels of employees.

Integrator: Looks for opportunities to involve people

Blends people into teams.

The Early Years: Competencies and Alignment

Article/White Paper/ Competency Model Name Author/Company

3M Executive Competency Model: An Internally Developed Solution Margaret E. Alldredge and Kevin J. Nilan

A Leadership Competency Model: Describing the Capacity to Lead Central Michigan University

HLA Competency Directory and Website Healthcare Leadership Alliance

Indentifying Real-World Leadership Competencies Mark David Jones, Small World Alliance

Leadership Competencies: Time to Change the Tune Richard Bolden, Centre for Leadership Studies University of Exeter

Health Leadership Competency Model Summary National Center for Healthcare Leadership

Putting it All Together George Klemp, Cambria Consulting

USFWS Leadership Competency Model: A Tool for Developing the Services’ Leaders US Fish and Wildlife Services and US Management Office

The Leadership Gap Jean B. Leslie, Center for Creative Leadership

Organizational Behavior Chapter 19 Bernard Bass Center for Leadership at Binghamton University

Are you a Transformational Leader? Ronald E. Riggio, Claremont McKenna College

Competency Directory St. Louis Children’s Hospital

Exceptional Leadership: 16 Critical Competencies for Healthcare Executives Carson F. Dye and Andrew N. Garman, ACHE

Comparison of MHS LCM to Current Literature:

• May not cover all of the conceptual space of effective leadership (missing

competencies). Redesign.

• Should have a formal mechanism for distinguishing needed leadership KSAs at different

levels of leadership. Stratify.

• Must offer functional ways to understand each competency and actions required to

develop that competency. Clarify.

Time to Evaluate: LCM Research and Review

Redesign

the current Memorial

Health System Leadership

Competency Model

Adopt an

Established Leadership

Competency Model

Time for Change: A Decision Point

National Center for Healthcare Leadership

“The knowledge emerging from our research and demonstration

initiatives is invigorating the healthcare industry with innovative

ways to think about improving leadership and performance. The

result is a new generation of healthcare leaders equipped with

the knowledge and management tools, insights, and leadership

expertise to achieve new standards of excellence.”

Time for Change: Healthcare Leaders of the

Future

NCHL Leadership Competency Model

MHS Goals

Core

• Essential to every leader in the health system

• Development opportunities include LDI offerings with some cohort approach, as well as some self directed resources (including books, articles, etc.)

Strategic

• Aligned with our 5 greats and can be used to achieve measures of success

• Development opportunities include LDI offerings, individual stretch assignments and self directed resources

Individual

• Helpful to leaders and are driven by self development

• Development opportunities include coaching, LDI offerings, mentoring relationships and self directed resources

Competency Definition and Development

Integration of NCHL Competency Model into

MHS

Competency Alignment into Dimensions

Level Three

Expert Skill and Ability

Level Two

Advanced Skill and Ability

Level One

Baseline Skill and Ability

Stratifying Behavioral Anchors

Adopted from NCHL

Linking and Infusing the LCM

Recruitment and Selection

Importance Capability Leadership

Development

Performance Management

Leader Self Assessment

Leader’s Appraiser Assessment

Competency Gap Analysis

Very or Extremely Important

Needs Work

Identifying Competency Focus

Measures of Success

50% of overall score

Weighted by appraiser

Leadership Competencies

50% of overall score

Core: 40%

Strategic: 30%

Individual: 30%

Performance Management: Leader PA

MultiRater Feedback: Executive Development

Individualized Leadership Development Plan

Individualized Leadership Development Plan

Developing Competencies through LDI

Resources for Developing Competencies

Retention • New Leader Assimilation

• Onboarding • Coaching • ILDP Development

• Assessment Center • Coaching

• Performance • Transition • High Potential

• Stretch Assignments • Green Belt, Black Belt • Committees • Projects • Role Expansion

• Administrative Fellowship • Educational Grants

Rewards and Recognition

Succession Planning

Overview of MHS’s Approach to Leadership

Competencies

Understanding of Value NCHL’s LCM to MHS

LCM Role in Achieving Organizational Outcomes

In Summary

Learning and innovation go hand in hand. The

arrogance of success is to think that what you did

yesterday will be sufficient for tomorrow.

- William Pollard