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Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
Acquiring and Developing Talent Irrespective of Health Care Models
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Acquiring and Developing Talent Irrespective of Health Care Models

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Presented at the 2012 AHA Leadership Summit by Jill Schwieters and Carrie Harris-Muller

Presented at the 2012 AHA Leadership Summit by Jill Schwieters and Carrie Harris-Muller

Published in: Business
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  • 1. ACQUIRING AND DEVELOPING TALENT IRRESPECTIVEOF CARE MODELS Content Property of Pinstripe, Inc. 1
  • 2. CARRIE JILLHARRIS-MULLER SCHWIETERS ACO President President Detroit Medical Center Pinstripe HealthcareVanguard Health System
  • 3. TODAY“ Think differently about your • Talent Requirements of Today • Talent Demands of Tomorrow Workforce – How do we acquire? – How do we develop? ” • Critical Success Factors Content Property of Pinstripe, Inc. 3
  • 4. COMPELLING PRESSURES
  • 5. HEALTHCARE DELIVERY MODELS 18% 30% Bundled Payment 19% ACO Comprehensive Primary Care 12% Multi-Payor Advanced PCP 21% PCMH
  • 6. GREAT TALENTDELIVERS GREAT CARE But the workforce that got you to good, won’t get you to great.
  • 7. NEW REQUIREMENTS OF HEALTHCARE TALENT Passionate & Engaged Technology Oriented Adaptability Team Players to Change Critical Thinkers Patient Centered
  • 8. PASSIONATE &ENGAGED Happy Employees = Happy Patients = $ Content Property of Pinstripe, Inc. 8
  • 9. PATIENT CENTERED Informed Patients Create Healthier Communities Content Property of Pinstripe, Inc. 9
  • 10. TEAM PLAYERSTeam-based CareReduces Readmissions Content Property of Pinstripe, Inc. 10
  • 11. CRITICAL THINKERS Smart Choices + Experience = Results Content Property of Pinstripe, Inc. 11
  • 12. TECHNOLOGY ORIENTEDIt’s simpler than you think. Content Property of Pinstripe, Inc. 12
  • 13. TALENT DEMANDS OF TOMORROW ? ? HOW DO WE ACQUIRE HOW DO WE DEVELOP
  • 14. TALENT ACQUISITION Content Property of Pinstripe, Inc. 14
  • 15. TALENT ACQUISITION PROCESSReview each stage of your process.• Research • Requisition • Select • Start• Brand • Recruit • Offer • Onboard• Social Media • Screen • Screen • Orient• Pipeline • Schedule • References• Contact • Assess • Background• Qualify
  • 16. RECRUITMENT TEAM MODELSResource, Infrastructure & Technology Costs Internal Team with Contingent Support Build Internal Recruitment Team Hybrid / Shared Internal & External Recruitment Team External Recruitment Partnership Flexibility & Scalability
  • 17. TALENT DEVELOPMENT Content Property of Pinstripe, Inc. 17
  • 18. FOUR KEY STEPS1. Identify critical roles2. Actively promote employee referral program3. Partner with local and regional schools4. Create paths to internal promotion Content Property of Pinstripe, Inc. 18
  • 19. EMPLOYEE DEVELOPMENT Succession CoachingManagement Assessment ORGANIZATION INDIVIDUAL NEEDS NEEDS / DESIRES VALUES DESIRED STRATEGIC COMPETENCIES ANNUAL GOALS INITIATIVES (KNOWLEDGE, Individual Development DEVELOPMENT BEHAVIOR, NEEDS SKILLS) Plan (IDP) MOBILITY DESIRED OUTCOMES STRENGTHS CAREER OPEN POSITIONS & ASPIRATIONS OPPORTUNITIES MISSION VISION Strategic Organizational Career PerformanceCompetencies Planning / Management Management Restructuring Source: Bersin & Associates
  • 20. LEADERSHIP DEVELOPMENT Delivery Driven • AnalyzingDiscovery-Driven • Planning• Associating • Detail-oriented• Questioning • Implementing• Observing • Self-disciplined• Idea Networking• Experimenting
  • 21. CLOSING THOUGHTS Content Property of Pinstripe, Inc. 21
  • 22. With GREAT PEOPLE and GREAT CARE… …Healthcare Organizations Achieve:MORE ENGAGED EMPLOYEESDEEP-ROOTED CULTURESLASTING PATIENT RELATIONSHIPSHIGH QUALITY OUTCOMES Content Property of Pinstripe, Inc. 22
  • 23. HAVE YOUSETTLED ATGOOD ORDO YOU STRIVETO BE GREAT Content Property of Pinstripe, Inc. 23
  • 24. Carrie Harris MullerACO President, Vanguard Health Systemchmuller@dmc.orgJill SchwietersPresident, Pinstripe Healthcarejschwieters@pinstripehealthcare.compinstripehealthcare.com

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