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  • Presentation Synopsis: Where do (healthcare) companies currently find their leaders? How to have a rich pipeline of talent for future leadership roles? (Susan, 10 minutes) Introduction: Challenge myths about selection, challenge status quo in sourcing and assessing leadership candidates Jim Collins’ study indicates that most sustainable companies promote from within (Eric, 30 minutes) Story of CTCA and Management Fellows program: founded to challenge the status quo of cancer care Has set ambitious growth goals, embraces innovative solutions Developed a disciplined approach to finding and developing leaders (Susan, 25 minutes) Talent Plus’s role in supporting the Fellows program Introduction to talent and how to measure it Examples of candidate results (Eric, 10 minutes) CTCA Management Fellows success stories (Q & A 10-15 minutes)
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  • 1. Copyright © 2010 Talent Plus | Lincoln, Nebraska Leadership for the Future: Do You Know Where Your Next CEO is Coming From? Eric Magnussen, Vice President, Talent, CTCA Susan Hirt, PhD, Director of Education, Talent Plus September 30, 2013
  • 2. Copyright © 2010 Talent Plus | Lincoln, Nebraska Private and Confidential All materials constituting this presentation (the “Materials”) are confidential and proprietary property solely owned and copyrighted by Talent Plus®, Inc. (“Talent Plus”). The Materials are intended for use only by the individual or entity that receives the Materials directly from Talent Plus (the “Recipient”) and such individuals associated with the Recipient on a “need to know” basis. The Materials shall not be copied, modified or otherwise reproduced by Recipient without the express written permission of Talent Plus.
  • 3. Copyright © 2010 Talent Plus | Lincoln, Nebraska Challenge the Myths of Selecting Leaders If it isn’t broken, don’t fix it. But… Good is the enemy of GREAT. - Jim Collins
  • 4. Copyright © 2010 Talent Plus | Lincoln, Nebraska Lessons Learned Jim Collins, Good to Great, 2001: Studied 1,435 companies 11 achieved greatness 10 of 11 good-to-great CEOs came from inside the company “Larger-than-life, celebrity leaders who ride in from the outside are negatively correlated with going from good to great.” Page 40
  • 5. Copyright © 2010 Talent Plus | Lincoln, Nebraska Top Performers Traditional Criteria for Selection Education Experience Training Tenure What is missing?
  • 6. Copyright © 2010 Talent Plus | Lincoln, Nebraska Would you select this person? Would you select this person today to become your CEO in 10 years?
  • 7. Copyright © 2010 Talent Plus | Lincoln, Nebraska What about now? Select Curriculum Vitae: Caught stealing in 8th grade Dropped out of university after only two years Arrested for running a red light and driving without a license …because he was a masterful computer “hacker” …it was Harvard, and he wanted to found a company …sometimes even smart people make mistakes…
  • 8. Copyright © 2010 Talent Plus | Lincoln, Nebraska Recognize him now? On the left…
  • 9. Copyright © 2010 Talent Plus | Lincoln, Nebraska Cancer Treatment Centers of America® The Mother Standard® of care
  • 10. Copyright © 2010 Talent Plus | Lincoln, Nebraska Patient-Centered Places the patient at center of consideration and care “Patient Empowerment” Thoroughly informed and therefore able to express what they value as a component of their care Unique Culture - Patient Empowered Care Hear from a patient: Jeana Churchill
  • 11. Copyright © 2010 Talent Plus | Lincoln, Nebraska Hire to CTCA Values • Hopeful • Ethical • Responsive • Innovative • Team-Spirited • Empowering • Compassionate
  • 12. Copyright © 2010 Talent Plus | Lincoln, Nebraska Significant growth creates challenges for the future: 30% YOY growth over the last five years; 3X growth strategy 2,490 stakeholders as of November 2008; grown to 5,200 stakeholders to date Current locations: +Zion, Illinois (near Chicago) +Tulsa, Oklahoma +Philadelphia, Pennsylvania +Phoenix, Arizona +Atlanta, Georgia +Seattle, Washington (Clinic) How to create sustainable growth? Cancer Treatment Centers of America + + + ++ +
  • 13. Copyright © 2010 Talent Plus | Lincoln, Nebraska CTCA Leadership Solution: Create a program that: Brings young professionals into the company Measures their future leadership potential Provides them with an intensive business orientation Offers them a long-term career path Ensures the company will have leaders for future growth Fosters the entrepreneurial spirit Management Fellows Program
  • 14. Copyright © 2010 Talent Plus | Lincoln, Nebraska • Recruitment strategy - three-tiered focus • Create a framework to sustain a year-long presence on targeted college/university campuses • Position CTCA as an employer of choice within undergraduate audiences • Expand CTCA’s reach within the academic community’s student body to offer CTCA a more diverse look at rising high-potentials. Management Fellows Program
  • 15. Copyright © 2010 Talent Plus | Lincoln, Nebraska Management Fellows Program • Build relationships with various colleges • Participate in career fairs and information sessions • Recruit in the Fall for students graduating in the Spring Filter: Review candidates’ resumes Filter: Interview candidates on campus Filter: Measure leadership potential through structured interview Filter: Invite final candidates to visit CTCA headquarters Of the 31 fellows selected in the last five years, all have served in a leadership position, participated in global and/or community efforts and received academic recognition. • Select approximately 5 new fellows each year • 2-year rotation through different positions and locations • At the end, typically a permanent position acquired
  • 16. Copyright © 2010 Talent Plus | Lincoln, Nebraska Recruitment of Management Fellows Campus Recruitment Resume Review In-person Interview is structured Theme-based Screening Questions Focus Areas Ego Drive Intelligence Relationships Persuasion
  • 17. Copyright © 2010 Talent Plus | Lincoln, Nebraska Selection of Management Fellows Structured Interview for Leadership Standardized Questions Measures 9 Leadership Characteristics Additional Interview for Individual Contribution Examples of Leadership Questions
  • 18. Copyright © 2010 Talent Plus | Lincoln, Nebraska Can Be Acquired or Cannot Be Acquired? An M.B.A. A Ph.D. Caring Work Ethic Responsibility 10 Years of Experience Industry understanding A Developer Drive to Achieve Positivity Professional network Integrity Computer skills Focus Problem-solving ability Persuasion Empathy Vision What is a natural ability vs. something acquired?
  • 19. Copyright © 2010 Talent Plus | Lincoln, Nebraska 90 135 225 2000 50 percent improvement 790 percent improvement More talent = Greater potential Excellence Speed readers – words per minute
  • 20. Copyright © 2010 Talent Plus | Lincoln, Nebraska Definition of Talent A natural ability not acquired through effort. Training refines talent but does not create it. Hire people as they are; if you get a change, it’s a bonus.
  • 21. Copyright © 2010 Talent Plus | Lincoln, Nebraska Predictive Validity of Various Assessments Sources: Hunter, J.E., & Hunter, R.F. (1984). Validity and utility of alternate predictors of job performance. Psychological Bulletin, 96, 72-98. McDaniel, M.A., Whetzel, D.L., Schmidt, F.L., & Maurer, S.D. (1994). The validity of employment interviews: A comprehensive review and meta-analysis. Journal of Applied Psychology, 79, 599-616. Wiesner, W.H., & Cronshaw, S.F. (1988). A meta-analysis investigation of the impact of interview format and degree of structure on the validity of the employment interview. Journal of Occupational Psychology, 61, 275-290. 0.0 0.2 0.4 0.6 0.8 1.0 Structured Interview Job Knowledge Tests Job Tryout Biographical Data Unstructured Interview Reference Checks Job Experience (years) Education Interests Age AssessmentTools Validity Coefficient (-.01)
  • 22. Copyright © 2010 Talent Plus | Lincoln, Nebraska Structured vs. Traditional Assessment Traditional assessment gives you… Structured assessment gives you… STUDY AND UNDERSTAND YOUR BEST PERFORMERS, NOT YOUR AVERAGE!
  • 23. Copyright © 2010 Talent Plus | Lincoln, Nebraska Wednesday, August 09, 2006 Talent Plus &Quality Selection Process (QSP) 23 Education First Impression Clothing Interview Skills Work Experience What you see What you don’t see Curiosity Persuasive Ability Work Ethic Team Work Positive Attitude Ambition Caring Honesty Goal Orientation
  • 24. Copyright © 2010 Talent Plus | Lincoln, Nebraska Structured Assessment Methodology Founded in the work of Carl Rogers Understand spontaneous behaviors Sample questions: Measure individual talent Measure leadership talent
  • 25. Copyright © 2010 Talent Plus | Lincoln, Nebraska Theme Predictability Consistent Reaction Situational Reaction Negative Reaction No Reaction Questions = Stimulus Sometimes Always Never I Don’t Know Stimulus Stimulus Stimulus
  • 26. Copyright © 2010 Talent Plus | Lincoln, Nebraska Compare Candidates with the Best
  • 27. Copyright © 2010 Talent Plus | Lincoln, Nebraska Compared to Current Leaders
  • 28. Copyright © 2010 Talent Plus | Lincoln, Nebraska Compared to Current Leaders
  • 29. Copyright © 2010 Talent Plus | Lincoln, Nebraska Management Fellowship 2-Year Program Orientation Feedback on Leadership Talent Profile Networking with Current Executives Participation in Board Meetings Formal Mentor Program with Executives Accelerated Development Program 3-Month Rotations at five hospital locations, Corporate office, CTCA-partner companies: Rising Tide Center For Learning International Management & Investment Company
  • 30. Copyright © 2010 Talent Plus | Lincoln, Nebraska Fellows’ Success Stories Since 1998, 51 Fellows have started the program 39 matriculated through the two-year program 25 are still with CTCA or a related entity (66% retention rate) 14 departed post-program 28 currently hold leadership roles (72% of graduates); 15 director-and-above roles, 13 manager-and-above roles 10 are currently in-program 2 departed mid-program Chief Operating Officer Hospital AVP of Marketing Hospital CEO Co-Founder of Investment Venture
  • 31. Copyright © 2010 Talent Plus | Lincoln, Nebraska Ideas to Consider Evaluate your selection criteria – Do they correlate to best performance? Make natural talent the top selection priority Alternative to traditional interview methods Succession Planning – Make it a discipline Enrich your internal leadership pool
  • 32. Copyright © 2010 Talent Plus | Lincoln, Nebraska How Do You Select? The “right person” has more to do with character traits and innate abilities than specific knowledge, background or skills. + Jim Collins “Good to Great” The organization will never be what the people are not. + Price Pritchett “The Ethics of Excellence”
  • 33. Copyright © 2010 Talent Plus | Lincoln, Nebraska What are you wondering about? For additional questions, contact: Eric Magnussen, Vice President, Talent Cancer Treatment Centers of America eric.magnussen@ctca-hope.com +1.847.342.7452 @CTCACareers Susan Hirt, Director of Education Talent Plus shirt@talentplus.com +1.312.375.1989
  • 34. Copyright © 2010 Talent Plus | Lincoln, Nebraska Companies Are Known By The People They Keep.®