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The Future Health System’s Executive Needs: Building Bench Strength
 

The Future Health System’s Executive Needs: Building Bench Strength

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The employee is evolving, and the very concept of employment must evolve too.

The employee is evolving, and the very concept of employment must evolve too.

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    The Future Health System’s Executive Needs: Building Bench Strength The Future Health System’s Executive Needs: Building Bench Strength Presentation Transcript

    • The Future Health System’s Executive Needs: Building Bench Strength Thursday, September 19, 2013 Content Property of Pinstripe, Inc. 1
    • Introductions Content Property of Pinstripe, Inc. 2
    • Pinstripe Healthcare “Our partnership with Pinstripe Healthcare drives quality, consistency and accountability in CHOP’s talent acquisition. They’ve built strong working relationships throughout our organization.” - Rob Croner, VP of HR • Led by executives with deep healthcare provider experience. • Providing customized, scalable solutions. • Transformative client results and increased candidate quality. • Clinical Centers of Expertise. • Merged with Ochre House to provide global footprint in July 2013. • Recognized as Top RPO Provider by HRO Today magazine & RPO Star Performer by Everest Group. Content Property of Pinstripe, Inc. 3
    • Agenda • • • • • • • • Talent Trends Influence on the Healthcare Industry Approaching the Future Executive Agenda Building the Leaders of Tomorrow Clinical Leaders in the Workforce Strategic Leadership Planning Conclusion Content Property of Pinstripe, Inc. 4
    • HR in an Age of Disruption Talent Economics The intersection of Economics and Organizational Development. Gayan Nagpal • An Outside-in view of talent. • Preparing leaders to address the Macro Trends and Micro Trends affecting talent strategies today. Content Property of Pinstripe, Inc. 5
    • Global Talent Macro Trends The GLOBAL COMPETITION FOR TALENT is not a problem that has a solution. Content Property of Pinstripe, Inc. 6
    • Global Talent Macro Trends The employee is evolving, and the very CONCEPT OF EMPLOYMENT must evolve too. Content Property of Pinstripe, Inc. 7
    • Global Talent Macro Trends We must attract, retain, develop and manage a more AWARE, ASSERTIVE and MOBILE workforce. Content Property of Pinstripe, Inc. 8
    • Healthcare Industry Micro Trends There must be a shift in focus from finding the best talent, to hiring THE RIGHT TALENT. Content Property of Pinstripe, Inc. 9
    • Healthcare Industry Micro Trends We must learn to inform and care for more ENGAGED CONSUMERS. Content Property of Pinstripe, Inc. 10
    • Healthcare Industry Micro Trends We must adapt to the increasing STANDARDIZATION OF CARE. Content Property of Pinstripe, Inc. 11
    • Approaching The Future From the Outside In. Content Property of Pinstripe, Inc. 12
    • Healthcare stakeholders that take the lead in investing in innovative data capabilities and promoting transparency will not only gain a competitive advantage, but will lead the industry in the new era. Source: McKinsey - The Big Data Revolution in Healthcare (2013) Content Property of Pinstripe, Inc. 13
    • 80% of internet users search for health information online. More than 50% for specifics about a treatment or disease. Source: Pew Research Center – Internet & American Life (2011) Content Property of Pinstripe, Inc. 14
    • 1 in 3 hospitals By 2020, will close or fundamentally reorganize into something entirely different. Source: AHA - Future Report (2012) Content Property of Pinstripe, Inc. 15
    • Today’s Health System Executive Agenda • Quality • Cost • Satisfaction Content Property of Pinstripe, Inc. 16
    • The Future Health System’s Executive Agenda 1. Shift innovation from tools/technologies to care delivery. 2. Shift from managing inputs to delivering outputs. 3. Content Property of Pinstripe, Inc. 17
    • The Future Health System’s Executive Needs: Building Bench Strength Thursday, September 19, 2013 Content Property of Pinstripe, Inc. 18
    • Roles of the Future Discussion • Consumer Marketing • Operational Innovation • Consumer Education • Customer Experience Content Property of Pinstripe, Inc. 19
    • Building the Leaders of Tomorrow Content Property of Pinstripe, Inc. 20
    • Trends in Leadership Development There is a clear correlation in both middle and senior management between higher levels of vertical maturity and higher levels of effectiveness. Source: Center for Creative Leadership - Future Trends in Leadership Development (2011) Content Property of Pinstripe, Inc. 21
    • Trends in Leadership Development People’s motivation to grow is highest when they feel a sense of autonomy over their own development. Source: Center for Creative Leadership - Future Trends in Leadership Development (2011) Content Property of Pinstripe, Inc. 22
    • Trends in Leadership Development Organizational theorists are shifting the focus from leadership as a person, to leadership as a process. Source: Center for Creative Leadership - Future Trends in Leadership Development (2011) Content Property of Pinstripe, Inc. 23
    • Clinical Leaders in the Workforce Content Property of Pinstripe, Inc. 24
    • When physician leaders are selected based on traditional academic and clinical success rather than on leadership readiness or skill, we can identify both a gap and an opportunity. Source: James K. Stoller, MD, MS, (ODA), Cleveland Clinic Content Property of Pinstripe, Inc. 25
    • Physician leaders lack the necessary “Monday Morning Skills” that great leaders require to lead businesses. Source: Ellen Zane, Emeritus CEO, Tufts Medical Center Content Property of Pinstripe, Inc. 26
    • Physicians leaders are viewed as more important than ever to closing the divide between clinicians and the administration as they try to create accountable care organizations, reduce readmissions, improve care and implement electronic medical records. Source: American Medical News (2011) Content Property of Pinstripe, Inc. 27
    • Strategic Leadership Planning Content Property of Pinstripe, Inc. 28
    • SLP Definition Strategic Leadership Planning builds upon quantitative activities and uses that data as part of a qualitative decision framework that can inform and transform organizational strategy while accounting for roles today and future projections. True opportunity lies with Middle Management roles. Content Property of Pinstripe, Inc. 29
    • Creating a SLP Blueprint 1.Create a vision. 2.Engage stakeholders. 3.Start simple. Content Property of Pinstripe, Inc. 30
    • Creating a SLP Blueprint 4. Define your deliverables. 5. Identify internal talent. 6. Leverage market intelligence. 7. Build and evolve. Content Property of Pinstripe, Inc. 31
    • Conclusion Content Property of Pinstripe, Inc. 32
    • Executives who make investments in their organizations’ leadership development are puzzled when they don’t get the expected returns. Acknowledging that organizational culture plays a vital role in the development of leaders and then factoring organizational culture into their developmental efforts improves performance. Source: Center for Creative Leadership (2012) Content Property of Pinstripe, Inc. 33
    • “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” - Charles Darwin Content Property of Pinstripe, Inc. 34
    • As HR Leaders, to ensure success… …we must view our organizations from the OUTSIDE IN AS TALENT ECONOMISTS. Content Property of Pinstripe, Inc. 35
    • Thank you! jschwieters@pinstripehealthcare.com Content Property of Pinstripe, Inc. 36