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KP NCAL Leadership Curriculum Regional Learning Strategy. David Fabie Senior Learning Consultant Northern CA Learning & Development. Executive Summary. NCal Leadership Development: Long-Term Core and Elective Courses. Electives Harvard Program (ELP) Strategic Leadership Skills (PO) - PowerPoint PPT Presentation
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KP NCAL Leadership CurriculumRegional Learning Strategy
David FabieSenior Learning ConsultantNorthern CA Learning & Development
2
Current Situation
The gap in leadership skills across NCal has been identified as one the most significant issues that must be addressed if Kaiser Permanente is to succeed in the current health care environment
The most urgent need is to address the lack of basic skills of front-line managers in 2009 to improve organizational performance
Basic finance and operational skills to run their department Performance Improvement skills to drive change Basic management skills to lead UBTs/department-based teams
Significant variation in curriculum, resources, and leadership across NCAL has led to current gaps.
An analysis was completed in 2008 to consolidate the best of current NCal curriculum, STAR, national programs, SCAL programs, Patient Care Services programs into one deliberate, consistent, program of required curriculum.
2009 Action Plan
Work with key stakeholders to finalize and implement a deliberate and sustainable curriculum of required and elective courses for NCal leadership with a plan for phased implementation
Implement immediate requirements for front-line managers to complete in 2009 that will tie directly to operations management and goals for Performance Excellence
Q1 - KFH Staffing and Scheduling, Rapid Improvement Model, UBT- Leading in Partnership
Q2 - KFH Basic Finance, UBT Service Leadership, Rapid Improvement Model for Nursing Units
Q3 - Managing the Performance of Others, UBT Leading Performance Excellence
Hold managers accountable in their performance reviews for program completion and individual performance results in selected areas, much like Attendance Management in 2008
Maximize use of online modules and existing forums to minimize classroom time. Hold reinforcement labs for individuals that already have taken the required programs
Executive Summary
3
California’sAdvanced
ManagementProgram
Executing Strategy:Executing Strategy,
Facilitative Leadership for Mid Mgrs,Leading in UBT Partnership Overview,
Performance Improvement for Operations,California’s Middle Management Program*
Performance Leadership:UBT Service Leadership,
UBT Performance Improvement Leadership,UBT and RN Unit Rapid Improvement Model, Preventing and Resolving Conflict in Your Team,
Leading Diverse Teams, Think Strategically/Act Operationally,Foundations Facilitative Leader/Creating a Motivating Environment
Project Management: Getting Things Done
Foundational Skills:Essentials for Managers, New Manager Orientation,
HR Academy, Hiring for Service, Managing the Performance of Others, Leadership Communication, Hallmarks of Supervisory Success, Attendance Management,
Operational Excellence topics: Staffing/Scheduling/Utilization Management
Bold = 2009 required for all frontline managers
Electives• Harvard Program (ELP)• Strategic Leadership Skills (PO)• Middle Management Leadership Program
Electives• Mastering Meetings • Team Agility• Problem-Solving • Org Alignment
Electives• Leading Change • Emotions at Work• Exercising Influence • Multigenerational Diversity• Core Leadership Program (PO)
Advanced Skills
Middle Managers
Department andFrontline Managers(and Stewards for UBTcourses)
New Managersand Supervisors
Other Courses:MPE, Lotus Notes, Nurse Manager Orientation, LMP / UBT Basic Courses
NCal Leadership Development: Long-Term Core and Elective Courses
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Strategic Leadership Skills
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NCal Core Leadership Development Continuum
New Mgr OrientationManaging the Performance of Others
LMP / UBT Basic CoursesHiring for Service
UBT Service Leadership
Essential Communication Skills
UBT Performance Improvement Leadership
Project Management: Getting Things Done
Facilitative Leadership for Mid Managers
Middle Mgr Program
Leading Diverse Teams Teams and Resolving Conflict
Rapid Improvement Model
Plus Electives
Advanced Skills
Middle Managers
Frontline Managers and Stewards
All Managers and Supervisors
Italics = In development
Essentials for Managers & HR Academy
Facilitative Leader Modules 1 and 2
Think Strategically, Act Operationally
Advanced Management Program
Hallmarks of Supervisory Success
Electives
Executive Leadership Program
Leading and Sponsoring UBTs
Operational Excellence Topics
Executing Strategy
Performance ImprovementFor Operations
5
Core Courses Electives Example
New and Frontline Managers
• Essentials for Managers • New Manager Orientation • HR Academy - 6 EFM modules plus labs• Hiring for Service (online plus lab)• Managing the Performance of Others • Hallmarks of Supervisory Success• Operational Excellence: KFH Staffing and Scheduling,
Finance• Project Management: Getting Things Done• Essential Leader Communication • Facilitative Leadership short modules• Resolving Conflict in Your Team• Workforce Diversity Essentials• UBT Service Leadership • UBT Performance Improvement Leadership• UBT and RN Unit Rapid Improvement Model • Think Strategically, Act Operationally• Additional LMP/UBT Courses
• PCS Nurse Manager Orientation• Mastering Meetings • Problem-solving• Emotions at Work
Middle Managers • Executing Strategy • Facilitative Leadership• Leading in Partnership and UBT Sponsorship for Middle Managers• Performance Improvement for Operations• California Middle Management Program
• Leading Change• Emotional Intelligence• Exercising Influence
Advanced • California Advanced Management Program• Strategic Leadership Skills program• ELP-HarvardBold = Focus for 2009
NCal Leadership Development Pathway
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Strategic Core Courses(required for all managers)
UBT Core Courses (required for manager/steward pairs)
Strategic Optional Courses(for all managers)
KFH Staffing and Scheduling (Q2 Implementation)
Objectives: Understand position control, master schedules, union contracts and VHS time calculations, and other factors so that staffing and scheduling actions meet business targets
Audience: All KFH managers (2500)
Format: EFM modules (1.5 hour), optional learning lab
Performance Improvement: Rapid Improvement Model (Q2 Implementation)
Objectives: Understand how to implement a rapid improvement project using 3 key questions, PDSA cycle, testing, and expanding successful results in the unit
Audience: All managers (3500)
(UBT managers take with Shop Stewards)
Format: online introduction (Timing-TBD), real-time and recorded webinars (3 hours)
Project Management: Getting Things Done (Q3 Implementation)
Objectives: Understand the phases of a project-writing quick charters, developing timelines, implementation plans, communication plans, accountability, and evaluating the results
Audience: All managers (5000)
Format: EFM online (1.5 hour), optional lab
TOTAL TIME: 7 hours onlineoptional labs
UBT Performance Improvement: Rapid Improvement Model (Q2 Implementation)
Objectives: Understand how to implement a rapid improvement project in a UBT using 3 key questions, PDSA cycle, testing, and expanding successful results in the unit
Audience: Manager/Steward pairs (2500)
Venue: MASSES meeting
Format: Online prework (timing-TBD)
Live presentation (3 hours)
UBT Performance Improvement Leadership (Q3 Implementation)
Objectives: Understand the case for change, the role of manager/steward, UBT principles, using data to improve performance, and how to engage UBT employees so that UBTs are strong contributors to organizational success
Audience: Manager/Steward pairs (2500)
Venue: MASSES meeting
Format: Online prework, Live presentation
Timing: Between 4 to 8 hrs. TBD by OLMP
TOTAL TIME: 1.5 hours online 7 to 11 hours classroom
Service Leadership (Q3 Implementation)
Objectives: Understand customer expectations, importance of service, developing and embedding service excellence behaviors, service recovery, and action steps needed to improve service in a unit
Audience: KFH UBTs (Managers/Stewards )
TBD for nursing unit leaders
Format: 5 EFM modules (1.5 hours) and optional learning lab
Performance Management Conversations (Ongoing Implementation)
Objectives: Understand and practice setting expectations, giving constructive feedback, correcting performance problems so that individual employees know organizational expectations and how to individually contribute to KP’s success
Audience: All new managers and those wanting a refresher
Format: EFM module pre-work (20 minutes)
2 4-hour classroom modules
TOTAL TIME: 2 hours online 8 hours classroom optional labs
2009 NCAL Learning Focus for Leaders
ASSUMPTIONS: • Online format needed for large NCAL audience and developed by HR
Learning and Development• KP Learn to track compliance with review by local senior leadership
• Final content of mandatory courses approved by SVP H/HP Area Operations, SVPHR, and SVP Chief Administrative Officer
• UBT classes to be confirmed with OLMP
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Appendix 1: IMPACT Core Courses for Frontline Managers
Appendix 2: IMPACT Core Courses for Frontline and UBT Managers & Stewards
Appendix 3: IMPACT Courses for Middle Managers
Appendix 4: California’s Middle Management Program
Appendix 5: California’s Advanced Management Program
Appendix 6: Examples of Alignment of Leadership Programs
Appendix 7: STAR and IMPACT Recommendations: Best of Both
Appendix 8: STAR and IMPACT Integration: Best of Both
Appendix 9: 2009 NCAL Learning and Development Deliverables
APPENDICES
8
IMPACT Core Courses for Frontline Managers
Course and NCAL Strategy
Format Audience
(0-2 years)
Skills, Competencies and Goals
(Can be offered in short modules)
FOUNDATIONAL: In short
Modules
New Managers All programs are offered by Senior Learning Consultants in local medical center
Essentials for Managers
Online All New and Existing Mgrs
The basics of KP Human Resources, Service, Quality, Nursing, Inpatient Finance/Budgeting, Workplace Safety, Diversity, Domestic Violence prevention, Employee Wellness, LMP, Attendance
Operational Excellence Topics
Online + Lab All Targeted Managers
KFH Staffing and Scheduling, KFH Finance
New Manager Orientation
8 hours New Managers Local strategy plans and manger’s role and responsibilities in executing strategy
Hallmarks of Supervisory Success
4 hours New Managers and Supervisors
Transition to management: role of manager vs. individual contributor, delegation skills, basic communication and coaching, problem-solving
HR Academy Online +
Labs
New Managers and Supervisors
6 online Essentials for Managers HR modules and short application labs on topics such as recruitment/selection, total compensation, employee onboarding, workforce compliance, pay, time, leaves, labor law and contracts
Managing The Performance of Others
Online +
8 hours
New Managers and Supervisors
Essentials for Managers modules including Attendance modules
Application labs: Setting and communicating clear expectations and holding others accountable, giving constructive feedback, correcting performance problems, and conducting performance reviews
Hiring for Service Online +
2 hours
New Managers and Supervisors
Online module plus application lab
Think Strategically, Act Operationally
4 hours New and Existing Mgrs Developing department or unit operational plan that aligns with KP strategic plan and how to engage staff in the department’s operational plan
Essential Leader Communication
4 hours Frontline/UBT Managers & Stewards
Holding productive, strategy-focused discussions that align employees with
organizational goals and dealing with difficult emotions if they arise
Appendix 1
9
IMPACT Core Courses for Frontline & UBT Managers and Stewards(Courses address LMP/UBT, People, and Service Strategy)
Course and NCAL Strategy
Format Audience
(0-3 years)
Skills, competencies, outcomes
PERFORMANCE LEADERSHIP
In short modules
Project Management: Getting Things Done
Webinar + lab
New Managers and Supervisors
The phases of completing projects in a team-based environment. Emphasis is on implementation.
UBT Performance Improvement Leadership
Online +
4-8 hour lab
Frontline/UBT Managers & Stewards
Case for change, fundamentals of UBTs and effective teams, role of UBT leaders in performance improvement, using data to improve unit performance
UBT and RN Unit Rapid Improvement Model
Online + 3 hrs
All Managers Method for making quick, progressive improvements in a work unit. Focus is on service and quality improvements.
UBT Service Leadership
Online +
Optional lab
Frontline/UBT Managers & Stewards
What our customers say about us, developing and embedding service behaviors, defining and enhancing service touch points, raising levels of service, overcoming service barriers and service recovery
UBT Facilitative Leadership Modules
2 4-hour modules
UBT stewards are eligible
Two Modules: Foundations of a Facilitative Leader, Creating a Motivating
Environment
Leading Diverse Teams Online +
4 hours
All Managers Recognizing and respecting diverse needs and perspectives of members and staff, demonstrating respect and cultural competence in own behavior, creating work environment that respects/values individual differences
Resolving Conflict in Your Team and Team Development
4 hours Frontline/UBT Managers & Stewards
Diagnosing and effective conflict management of conflict to reach solutions in an interest-based manner. Reviews 4 stages of team development.
Coaching and Rounding
4 hours All Managers Coaching skills for individual performance improvement
Appendix 2
10
IMPACT Courses for Middle Managers(Courses Address People, Service, and LMP / UBT Strategy)
Course and Strategy
Hours in classroom
Audience (0-5 years)
Skills, competencies, and outcomes
EXECUTING STRATEGY
Middle managers and above
All programs in local medical center except Manager as Leader and Residential
Facilitative Leadership for Middle Managers
24 hours Middle Managers Skills needed to develop and use an inspiring vision, balance results, process, and relationships, develop pathways to action, celebrate accomplishments, coach performance, facilitate change, and engage employees in a partnership environment
Executing Strategy 8 hours Middle Managers Connects strategic vision to decisions and specific actions for self and staff, develops strategies to manage and improve performance and uses action plans to get results, uses metrics to improve team and staff performance, holds individuals accountable
Performance Improvement for Operations
TBD Middle Managers Skills needed to make continuous improvements in operations, service, and quality. Content is being vetted.
Leading and Sponsoring UBTs
4.5 hours Middle Managers Skills needed as a middle manager to support the success of UBTs
California Middle Management Program
40 hours Based nominations and selection criteria
Week-long residential program that focuses on stages of a team, innovation practices, diversity, ethics, handing difficult conversations, accelerating implementation methodology, KP history, and delivering a team project proposal
Electives Based on course
Middle Managers Based on Individual Development Plan
Appendix 3
11
California’s Middle Management Program: Leading from the Middle
Outcome • Strategic leadership competencies needed to translate organizational strategy into local action and results• How to lead amidst constant organizational change and the resulting ambiguity• Building partnerships across entities and disciplines necessary to accomplish increasingly ambitious
organizational goals through consistency of skills, language and perspectives• Intense experience in diverse performance teams, handling difficult situations, and producing a real project
proposal
Audience • 50 mid-level managers and leaders per program (e.g., Directors and Department Managers)• Multiple direct line reports, performance accountability, and budget authority• Responsibility for the execution of strategy in their department and for aligning department culture to
support the strategy• Tenure of two or more years and demonstrated high potential for career progression and commitment to KP.
Considered an honor to participate.• Nominated by joint senior leaders in each Area and selection by executive committee based on entity, diversity,
location, gender• SCAL and NCAL managers may attend
Method • Week-long residential program (2-3 times/year) with focus on applying content of the day’s learning to the evening team project work. Facilitators provide feedback to participants on their skills in team environment
• Designed to provide a structural and skill bridge between strategic initiatives for the future health of the organization and day to day workplace realities.
• A required component of career development: Middle Management, Advanced Management, ELP• Executive leadership participation: introduce and wrap-up the week, provide context setting, integrate key
messages, and evaluate and potentially sponsor team project proposals• Core courses: stages of a team, innovation practices, diversity, ethics, handing difficult conversations, and
accelerating implementation methodology, building on KP history• Staff: Learning and Development and ODPLs (requires 7 facilitators)• Potential launch: June 7 and October 18 weeks
Appendix 4
12
California’s Advanced Management Program: Leading from Higher Ground
Outcome Growth and proficiency in core leadership competencies that include:• Awareness of own leadership style and impact on others in creating a successful KP culture and executing KP
strategies and goals• Movement from a doing bias to a facilitating, empowering, engaging bias• Increased awareness of KP environment including future trends, competition, economics• Understanding emotional intelligence factors that impact leadership success• New working and supportive relationships
Audience • 50 participants that lead multiple department managers (e.g. Assistant Administrators, AMGAs, Directors), have already attended MMP, have not yet attended ELP, will probably stay with KP another five years, and high potential for progression
Method Week-long residential program that focuses on:• Prework: 360 leadership profile, sponsor meetings, orientation session, and identification oflchallenging
leadership situations • Event: 360 feedback results, simulations, interactive experiences, exposure to new tools and concepts (“Play to
Win”), individual development plan, onsite sessions with coaches, learning teams assigned by geographical-closeness
• Post-program Application: 4 coaching sessions, development of Renewal Project for own medical center, second 360 leadership profile, sponsor meetings, and meetings with feedback responders to share development plans
• Role of Sponsor/Manager: observation of behavior, feedback, review of action plans, explanation of key tool they will use, and agreement to sponsor renewal event
• Core components: Senior leadership involvement, personal assessment, advanced content, simulations, one-on-one follow-up and coaching
• Core content: leading in complex systems, new realities of leadership, the results model, play to win (vs play to lose), creating a culture of safety and service excellence, 360 leadership profile feedback, having real conversations, listening to understand, collaborative innovation, action planning
• Staff: Learning and Development Management Consultants, Leadership Consultants, ODPL’s (9 facilitators)
Appendix 5
13
PROGRAM NCAL IMPACT CORE NATIONAL SCAL STAR
FOUNDATIONAL SKILLSAUDIENCE = New mgrs and SupsEssential Communication √ To be developed √ √
Essentials for Managers (EFM) √ √ √
Hiring for Service (HFS) √ √ √ √
HR Academy √ √ √
Hallmarks for Supervisory Success √ √ TBD
New Manager Orientation (NMO) √ √ √
Managing Performance of Others √ √ √ √
Think Strategically Act Operationally (TSAO) √ √ TBD
PERFORMANCE LEADERSHIPAUDIENCE = New Dept Mgrs and StewardsOLMP LMP/UBT Courses √ √ √ √
Resolving Conflict in Your Team √ √ Online
Rapid Improvement Model (RIM) √ √ √ √
Facilitative Leadership: 2 modules √ √ √
UBT Service Leadership √ √ √ √
Coaching / Rounding √ √ √ √
UBT Performance Improvement Leader √ √ √ TBD
Leading Diverse Teams √ √ √
EXECUTING STRATEGYAUDIENCE = MIDDLE MANAGERSFacilitative Leadership for Mid Managers √ √ √
Executing Strategy √ √ √ √
Perf Improvement for Operations Leading in Partnership Overview Mid Management Residential Program √MMP √MMLP √MMP √
ADVANCED MANAGEMENTAdvanced Management Program √ √ √ √Executive Leadership Program √ √ √Strategic Leadership Skills √ √ √ √
Examples of Alignment of Leadership ProgramsAppendix 6
14
STAR and IMPACT Recommendations: Best of Both
STAR Senior leadership sponsorship and accountability
tracking Clear expectations from start of manager tenure Exemplar managers and subject matter experts
teach operational excellence programs help teach Spirit of celebration and a strong benefit for KP
leaders Operational excellence programs
IMPACT Core curriculum aligned with SCAL, National, and
many STAR programs Enterprise-wide LMS Centrally designed and locally deployed HR Learning Consultant to deliver the core IMPACT
program and support managers and teams in high performance
NCAL IMPACT website Prework and post-course application reinforcement
Both provide: Focus on the critical role of
competent leaders in 21st century health care
Based on KP business needs Core and elective tiered, progressive
curriculum Electives based on IDP or Area need Flexible delivery options Online Essentials for Managers One to two mandatory classes per
year as needed for operational improvement
Participant’s manager involvement
Appendix 7
15
STAR and IMPACT Integration: Best of Both
STARStrong senior leadership
accountability and culture
Exemplar managers
also teach
University styleofferings based
on annual IDP
Driven bymanager/mentor
Requirements forfirst 180 days
One to twoclasses/year required to support regionalpriorities
Strong compliance monitoring byleadership
Project managerhelps newmanagers
Clear expectationsfrom start
180-day graduates celebrated annually
Weekly publications
Local websiteand tracking
Skillsoft onlinetraining option
Local online and EFMbusiness modules
Appendix 8
IMPACTLeadership Development
Core and elective programs aligned with Enterprise and SCAL
Online Essentials for Managers
Enterprise-wide LMS
Centrally designed and locally deployed
Delivery by one Senior Learning Consultant per Area
Deliberate and consistent across NCAL
Targeted courses, not
university-style
Reinforcement of training
Supporting performance of managers
and their teams
STAR and IMPACT• Based on local business
needs and operationally driven• Tiered core curriculum• Electives based on IDP or
Area need• Flexible delivery options
16
IMPACT coursesCore & Electives2009 Required
Scantron
2009 NCAL Learning and Development IMPACT Deliverables
Residential Programs
Friday 5’s & 6Ds
KP Learn• Registration
• Tracking • Reporting
NEO Redesign
Big 7 Core & Optional
Sharon Weinberg
Bob Leydorf & MCs Nancy Pede
Judith O’Rourke
Brent Victory
EFM
Webinars
Metrics
Bob Leydorf
Fran Finney
Classroom
Scantron
Learning Labs
Online Evals
Sharon Weinberg
IMPACT Website
Courses & IDP
Appendix 9
Leslie Boies
Judy Gee
Leslie Boies
Sharon WeinbergBob Leydorf