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Session #6:
Essentials of Succession
Planning and Onboarding
Speakers: Richard Metheny and Jim King
Saturday, Jan. 9
11:15 a.m. – 12:15 p.m.
Elm Creek
Richard Metheny Richard Metheny is leader of Witt/Kieffer’s leadership solutions practice. Prior to joining
Witt/Kieffer he owned his own consulting business and worked as a talent management
consultant for senior executives and executive teams across industries. His experience spans
Fortune 50 public and Top 20 privately-held global companies including consumer products,
marketing and communications, defense industry, not-for-profit, life sciences, manufacturing
and hospitality.
Richard has successfully assisted organizations with succession planning, onboarding,
executive transitioning, leadership assessment and leadership development. He has a unique
blend of general management and human resources leadership knowledge, with 14 years of
operations experience before moving into human resources leadership positions.
Jim King
Jim King is a senior partner, board member, chief quality officer and he leads the children’s
hospitals practice at Witt/Kieffer. Jim brings more than 20 years of health care leadership
experience to the firm. He specializes in identifying C-suite and executive leaders in several
areas of health care, including children’s hospitals, academic medical centers, integrated health
systems, behavioral health/addiction treatment organizations and health insurance companies.
In addition, Jim has also conducted searches on behalf of not-for-profit organizations, public and
private colleges and universities nationwide.
Jim specializes in recruiting CEOs, COOs, CFOs and many other senior-level executives. His
physician executive credentials include assignments for CMOs, chief clinical officers, chief
population health officers, chairs, service line chiefs and MDs/CEOs for hospitals, health
systems, large group practices and medical schools. Jim has supported searches for deans,
chief development officers and administrative leadership in both public and private institutions.
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Essentials of
Succession Planning andOnboarding
January 9, 2016
Richard MethenyJim King
Witt/Kieffer
MHA Winter Trustee Conference
2
Today’s talk
I. What’s happening in healthcare?
II. What’s triggering turnover and the need for
better succession management?
III. So, what do we do?
IV. Succession planning: one approach
V. Onboarding
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What’s happening in healthcare?
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What’s happening in healthcare?
• Population health
• Volume to value
• Clinically integrated networks
• Consolidation
• Lean and efficiency initiatives
• Consumer engagement
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What’s happening in healthcare?
Everybody’s doing it . . .
. . . but no one’s doing it the same way.
• There is no cookie-cutter approach
• It’s a matter of meeting the needs of the population you serve
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What’s triggering turnover and a need for better succession management?
Hospital CEO turnover climbs to 20%
March 14, 2014
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What’s triggering turnover and a need for better succession management?
• Planned retirements
• “If there weren’t such rapid change, I’d sign up for another 3 to 5 years.”
• Consolidations and affiliations
• Too many CEOs; executive overlap
• New cultures and workplaces
• Systems vs. standalones
•Matrix vs. hierarchy
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So, what do we do?
• How do most organizations identify and fill open positions?
• Usually, the answer is passively
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So, what do we do?
• Do you know your people well enough?
• Their skills? Aspirations? Leadership capabilities? Training and development needs?
• Assess now to anticipate the future
• Are your job descriptions out of date?
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So, what do we do?
•What kind of leaders are we looking for?
• How will we develop high-potentials and track their progress?
•Where will leaders come from if we don’t have them in-house?
• Other segments of healthcare (payers, providers)
• Other industries
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Physician executives – a special note
• We know what high-performing physician executives look like.
• Physician Executive Assessment launched
• Organizations can better develop and recruit physician leaders.
• Organizations can better team physician and non-physician leaders.
• Physician leaders can focus on key competencies for development and greater roles.
Succession planning:one approach
Position
Specification
Assessment
Interviews
Analysis and
Recommen-
dations
Development
Plans and
Feedback
Onboarding
and
Maintaining
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Position Specification
• Future-focused
• Identifies skills, experiences, abilities, behaviors, styles and values required for role
Assessment
• Assessment of leadership styles, behaviors, and preferences
• “Executive Potential Report”
• 360° interviews with supervisor, peers, and direct reports
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Interviews
• Focus on experiences, knowledge, skills and abilities
• Deep-dive interviews regarding thorough career history
Analysis and Recommen-
dations
• Data from assessments and interviews
• Talent assessment and development suggestions
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Development Plans and Feedback
• Assessment and interview feedback to internal candidates
• Creation of Individual Development Plans (IDP)
• Executive coaching
• Review of progress and performance (quarterly)
Onboarding and
Maintaining
• For internal leaders who take on a significant new role (as well as new hires from outside)
• Relies upon assessments, IDP, etc.
• Support network is critical
• Measurable metrics and milestones
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Onboarding:one approach
Onboarding Organization
Person
Network
Job and Team
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Background:
• Recently hired physician leader• First-time executive• Had a lot to learn
Benefit:
• Got “up to speed” with role and responsibilities quickly• Established a network and comfort in organization• Gained insight and confidence
Onboarding Case study
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Questions?
Thank You
Richard Metheny: [email protected]
Jim King: [email protected]
Visit www.wittkieffer.com for more information
© 2015, Witt/Kieffer. All rights reserved.
AN APPROACH TO SUCCESSION MANAGEMENT Witt/Kieffer works with clients to undertake the following steps:
1. Clarifytheexpectationsand preferences of
the organization’s leadership team regarding a
succession management program.
2. Developorupdatethejobprofiles for positions
identified for succession efforts. Specify the
knowledge, skills, experience, and expected
behaviors for these positions.
3. Identifyhigh-potentialprofessionals who might
benefit from succession activities. Criteria for
identification include drive and motivation; agility
and ability to learn and grow; and a track record of
strong work performance. Take note of successor
candidates who might step into critical roles quickly.
4. Requestparticipantstocompleteselfassessment
activities focused on past roles as well as work/
leadership style and behavior.
5. Conductin-depth,TopGrading®chronological
interviews to learn further about how and why
participants have made key decisions throughout
their careers.
6. Conductindividualized,interview-based
360-degreeevaluations.
7. Following candidate assessment activities, referto
subsequentWitt/KiefferHealthcareExecutive
PotentialReports as the basis for focusing
succession efforts.
8. Based on assessments and future job assignments,
evaluatethepreparednessofindividuals to
assume higher levels of responsibility.
9. Undertakeastrategictalentreview with senior
leadership.
10. Providefeedbacktosuccessionparticipants and
help them create individual development plans
targeted to specific higher-level positions.
11. Establishaccountability for succession planning
efforts and execution of development plans.
12. Provideexecutivecoaching to high potentials;
ensure that they are ready as position successors
within one year.
13. Evaluatetheresults of succession management
after one year.
PAST
CareerSelf-Assessment
Interview-Based 360°Evaluation
TopGradingInterview
FUTUREPRESENT
Witt/KiefferExecutive PotentialReport
READINESS
