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Talent Management - Aligning Implementation with Your Organization’s Needs

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Patients are every healthcare organization’s main focus. HCR ManorCare knew that to provide the best patient care, they needed to start with their biggest resource: their people. They discuss their approach to implementing a talent management strategy in this recording.

It was an ever-changing process as they welcomed a new COO, faced adjustments in the organization’s strategy, and had to manage struggles with funding as reimbursement changes in healthcare occurred. Their approach focused on improved employee learning, succession planning for key positions, and linking performance management to training and succession.

In this viewcast, you will learn:
• How to link your Talent Management approach to your organization’s strategy
• Strategies for adjusting your approach due to internal and external issues that will occur during implementation
• The importance of doing a full organizational assessment prior to implementing a Talent Management strategy

View our webinar, “Unified Talent Management: How HCR ManorCare Made Their People The Priority,“ to learn some strategies around developing an people-focused talent management strategy.

Published in: Recruiting & HR
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Talent Management - Aligning Implementation with Your Organization’s Needs

  1. 1. The presentation will begin shortly Welcome
  2. 2. MATT O’CONNOR, PHD & JENNIFER ORCELLETTO FEBRUARY 16, 2016 Talent Management: Aligning Implementation with Your Organization’s Needs
  3. 3. PROBLEM HCR ManorCare lacks an integrated approach to the Development and Succession of employees linked to their job and career performance. This results in confusion for employees, inability for the organization to effectively identify/develop talent, and difficulty linking performance to important knowledge, skills and abilities.
  4. 4. TALENT MANAGEMENT APPROACH Organization Strategy and Culture Learning Succession Performance Management
  5. 5. PHASE 1 - LEARNING  Learning Assessment and Strategy  Learning Governance  Learning Council
  6. 6. ASSESSMENT - CURRENT STATE
  7. 7. CURRENT STATE
  8. 8. LEARNING PRIORITIES Standard tools and processes Automation of processes Accountability for learning Improved technology Time and accessibility
  9. 9. ASSESSMENT – VISION FOR THE FUTURE
  10. 10. LEARNING STRATEGY ProcessPeople Technology
  11. 11. LEARNING GOVERNANCE Learning Community Steering Committee Learning Services Learning Council
  12. 12. LEARNING CHAOSASSISTEDLIVING BUSIENSSOFFICE CLINICAL(FIELD) CLINICALSERVICES HEARTLANDHHH HUMANRESOURCES HR(FIELD) INFOSERVICES LEGAL MARKETING OPERATIONS REHABSERVICES
  13. 13. ASSISTEDLIVING BUSIENSSOFFICE CLINICAL(FIELD) CLINICALSERVICES HEARTLANDHHH HUMANRESOURCES HR(FIELD) INFOSERVICES LEGAL MARKETING OPERATIONS REHABSERVICES LEARNING COUNCIL
  14. 14. LEARNING COUNCIL Select and implement technology Create and implement standards Define and communicate strategy Address inconsistencies
  15. 15. ON-GOING  Regular Meetings (Quarterly)  Attendees find value in attending these  Learning Audits  Progress Reporting to Steering Committee  Keep Communication going between Departments
  16. 16. PHASE 2 – SUCCESSION ASSESSMENT FINDINGS  If you are here long enough you can get promoted. Less to do with knowledge and skills. More to do with tenure and expectation.  Employees are rarely told what needs to be done to move along a career path. Fend for yourself.  Didn’t have an easily accessible repository of employee education, skills, projects, competencies, etc.  Started with fillable pdf put into an Excel data base. Only a few people had access. Felt secretive.
  17. 17. PHASE 2 – SUCCESSION STEP 1
  18. 18. PHASE 2 – SUCCESSION STEP 2  Competencies linked to Learning and developed resources to improve in these competencies
  19. 19. PHASE 2 – SUCCESSION STEP 3  Buying content from Relias to improve skills and development
  20. 20. PHASE 2 – SUCCESSION STEP 4  Capture employee information on Learning, Experience, and Career Preferences
  21. 21. PHASE 2 – SUCCESSION STEP 4 CONT.
  22. 22. PHASE 3 – PERFORMANCE MANAGEMENT ASSESSMENT  Everyone has same performance review  Not linked to Succession or Learning.  Minimal focus on what an employee needs to do outside of goals for the next year often in terms of projects that need to be completed.  Done once a year and always looked at as a raise
  23. 23. CONCLUSION Organization Strategy and Culture Learning Succession Performance Management
  24. 24. Thank You!

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