Department Chairs and Hospital Directors
Expectations and Development
AAVC Annual Meeting
March 31 and April 1 2011
Expectations and Development for Clinical
Department Chairs/Heads and Hospital Directors
• Many competencies and expectations are the same
• Can be shared position in certain situations
• Differences in skill sets and expectations for 2
positions do exist
• Setting expectations and creating development plan
is really part of overall strategic talent management
system
Strategic Talent
Management
System
Development
Competency
Model
Selection
and Hiring
Performance
Management
Succession Management
UMN Office of Organizational Effectiveness
Expectations and Development for Clinical
Department Chairs/Heads and Hospital Directors
• Goals for the presentation
– Review expectations based on survey of past JAVMA
advertisements (chairs and directors)
– Discuss expectations or competencies that have been
developed by UMN leadership competency model
– Discuss options for leadership skill development
– Questions and comments from the group, anytime!
Expectations for Clinical Department
Chairs/Heads and Hospital Directors
A review of the job duties listed in JAVMA
advertisements for recent searches for clinical
department chairs and hospital directors identified an
important list of expected duties for each position.
What is stated in advertisements is used by search
committee in the selection process and then repeated
in letter of offer and in formal review process.
Clinical Chair Duties
• Establish a vision for the future direction of the
department’s educational, research and clinical service
programs
• Develop departmental strategic plan to support
departmental vision and predict the resources needed to
achieve these goals.
• Serve as chief administrative officer and provide academic
and administrative leadership for the department
• Organize the resources and facilities necessary to support
departmental programs including developing departmental
budget and monitoring and overseeing all departmental
resources (fiscal, human, facilities, and capital)
Clinical Chair Duties
• Participate in the development of interdepartmental and
intercollegiate programs in support of the department’s
mission to achieve excellence
• Recruit, hire and retain high quality students, faculty and
staff
• Oversee, mentor, and enhance the development and
opportunities for faculty, staff, and students while
ensuring a high-quality and respectful learning and work
environment
• Establish effective mechanisms for faculty input and
involvement in activities of the department and
appropriate governance on matters relating to the
department’s mission
Clinical Chair Duties
• Coordinate activities of faculty in accordance with the
department goals, objectives and plans including active
engagement with faculty in goal setting and performance
management
• Communicate effectively with students, faculty, staff,
academic and industry partners, federal and state
funding agencies, donors, alumni, and institutional
leaders
• Work cooperatively with the hospital leadership to
promote outstanding clinical service, teaching and
research
• Participate in the departmental teaching, research and
service programs
Clinical Chair Duties
• Participate in the development of collegiate policy and
support these policies within the department
• Represent the department to the college, its leadership
councils, and external constituencies
• Participate in the development of collegiate strategic
planning
• Support the development of fundraising efforts within the
context of the College and University
Hospital Director Duties
• Serve as the chief operating officer of the hospital
• Lead the development and implementation of the
hospital strategic plan
• Develop, implement and provide oversight for hospital
systems and policies to ensure efficient and fiscally
sound operations while maintaining a high standard of
care and service and effective communication with
referring veterinarians, other customers, staff, students
and the community
• Lead the development of new services, business models
and partnerships in conjunction with the department
chairs
Hospital Director Duties
• Participate with the department chairs to promote
outstanding clinical service, teaching and research
programs
• Optimize operational performance and organizational
efficiency while ensuring effective management of
human, financial and physical resources
• Ensure compliance with all applicable regulatory
agencies
• Promote the philosophy, values, and missions of the
University and the College
Hospital Director Duties
• Supervise employees including hiring, discharging,
assigning work, incentive and reward systems,
disciplining and managing grievances.
• Represent the hospital on the collegiate leadership
committees.
• Evaluate the clinical performance of faculty and
collaborate with department chairs in annual faculty
evaluations
• Establish a positive working climate that demonstrate a
culture that values diversity, respect, fairness, and
dignity at all times for all members of the hospital
community
Strategic Talent
Management
System
Development
Competency
Model
Selection
and Hiring
Performance
Management
Succession Management
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Four Major Categories
– Strategic Leadership
– Results Leadership
– People Leadership
– Personal Leadership
• Select for, monitor and manage, mentor
and develop and plan for succession
• All are important
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Strategic leadership or thought leadership
– Creates vision and thinks strategically
– Demonstrates scholarly leadership
– Uses financial acumen
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Strategic leadership or thought leadership
– Creates vision and thinks strategically
• Uses strategic planning process to engage stakeholders
“Geography” of VMC strategy map
Customers
Internal
operations
Organizational
capacity
Areas of excellence
Improve RDVM relationships
Operational/throughput efficiency
Financial
The VMC is a patient-centered, customer-driven, economically
viable hospital advancing animal health while supporting
excellence in teaching and discovery
Chair and Director Level Competencies
• Strategic leadership or thought leadership
– Creates vision and thinks strategically
Balanced Score Card
Initiative
-To better ensure
alignment of activities to
our vision and strategies
-To improve both internal
and external
communications
-To monitor
organizational
performance against
strategic goals
VMC Balanced Scorecard
Metrics
• Revenue
• Average Transaction Costs
• Expenses
Metrics
• writeoffs/total revenue
• Quality (grad senior
survey)
Patients
VMC
Metrics
• Turnover (GP)
• Satisfaction
Survey
-Metrics identified
consistent with values
and goals
-Address both
productivity and
accountability
Metrics
• Appointment Lag
• Discharge summary
turnaround
• Labor expense per Accession
• Appointment Report
• Medical Records completion
• Traceable CFTE
Internal Process
Perspective
Financial Perspective
Clients
Students
Metrics
• Exit surveys
• Service evals
• Feedback from
employers
Growth and
Development
Perspective
External Stakeholder
Perspective
RDVMs
Metrics
• # Referrals
• Satisfaction
• Number of new
RDVMs
Employee Perspective
Metrics
• Salary comps
• Satisfaction
• Turnover
Metrics
• Rev from new
procedures
• New sources of funds
• Gifts
• Grants
• Partnerships
• Capital equipment
expenditures
Chair and Director Level Competencies
• Strategic leadership or thought leadership
– Demonstrates scholarly leadership
• Nurtures a culture within department/hospital that
challenges others to generate breakthrough ideas,
collaborations and partnerships and then
champions those initiatives, “bask in the reflected
glow”
• Personal scholarly activities (teaching, research,
service)
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Strategic leadership or thought leadership
-Uses financial acumen
-Understands collegiate and university budget model and
financial drivers
Joint
DVM Appointments
Tuition
O&M
DVM
Tuition
ICR’s
O&M
Dept.
Salary
Savings
UG, Grad
Tuition
Traditional Model
“scarcity mentality”
“red ocean strategy”
UG, Grad
Tuition
Dept.
ICR’s
Salary
Savings
External
Sales/Contracts
VDL/VMC/
CAHFS
NEW
IDEAS
Gifts/
Endowments
Future Model
“abundance mentality”
“blue ocean strategy”
Chair and Director Level Competencies
• Strategic leadership or thought leadership
– Uses financial acumen
Chair and Director Level Competencies
• Results leadership
– Ensures execution
– Manages HR systems and issues
– Fiscally responsible
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Results leadership
– Ensures execution
• Drives needed change
while maintaining
operational effectiveness
• Recognizes strengths of
faculty and staff and
delegates appropriately
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Results leadership
– Ensures execution
• Obtains and then mobilizes the resources needed
by department or hospital to achieve strategic
objectives (financial, staff, space, facilities, and
external partnerships)
• Achieves balance between personal career and
leadership/administrative duties, can’t be the bottle
neck
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
•
Results leadership
- Manages HR systems and issues
• Hold faculty and staff accountable for achieving
goals through engaged performance management
• Ensures HR best practices and respectful
workplace
Faculty
• Annual Report of
Accomplishment
• Merit Committee Review and
Recommendations
• Merit Review and Goal Setting
meetings with Chair
Staff
• Employee Self Evaluation
• 360° Feedback Solicited from
Peers
• Supervisor Review with
Employee
Rational for Implementing Performance Management
• Increased awareness of importance of employee (faculty and staff)
engagement
– Employees feel part of the organization
– Employees understand where they fit
– Their effort is focused on key objectives
• Supplements and enhances strategic planning and strategic
management processes
• Declining resources
– Recessionary impact on clinical revenues and external sales
– Reduced State O&M funding
• Growing recognition of performance management as the key to
ensuring productivity and accountability
Veterinary Medical Center
Performance Management
•
Build Top Leadership Support and Accountability
– Leadership and supervisors as part of their review are held accountable
for the reviews of those they supervise
•
Increased emphasis on Supervisory Training for staff supervisors
– Performance Review tools and checklist developed
– Identification of additional HR resources to support supervisors
• Skill development
• Coaching/mentoring performance management process
•
•
95% completion rate for Civil Service and Bargaining Unit Employees
100% completion rate for Faculty and Clinicians
•
Supervisors put plans in place for those not meeting expectations
– Training, skill development, performance plans
Implementation of iDashboards
• What is it?
– Software program in use by the Veterinary Medical
Center and College
• What does it do?
–
–
–
–
–
Brings strategic plan to life; real time
Focuses team on key performance indicators
Reduces dependency on IT, HR, Accounting
Standardizes metrics and reports
Makes it easy to communicate progress
VMC iDashboard
Thermometer chart for focusing on 4th quarter
Hovering over service
shows specific graph
Running ticker provides
up-to-date news
Key Performance Indicators at the Service Level (e.g. Dentistry)
VDL Financial Perspective
CVM Educational iDashboard
Implementation of iDashboards
•
•
•
•
•
Dependent on good data (it can always be better!)
Difficult to balance quantity of information
Should be automated as much as possible
Requires standard processes
Best if driven by balanced scorecard and used to
reinforce strategic priorities
Departmental Faculty Performance Metrics
• Typical Annual Report of Accomplishments
Documents
–
–
–
–
Courses taught and teaching evaluations
Grants submitted, current funding, publications
Time spent on clinics, income generated, cases seen
Unlimited amount of additional data can be recorded
VPM Faculty Financial Metrics
VPM Faculty Financial Metrics
VPM Faculty Financial Metrics
VPM Faculty Financial Metrics
“Illuminating” versus “punitive”
Used with goal setting discussions
Part of discussion on strategic priorities
and balanced score card
How can you help the department?
Performance Management
- Performance management vital in times of limited
resources
• Helps retain the best employees
• Helps to better manage less than satisfactory performers
– Difficult personnel decisions have more transparency
and are more easily addressed
– Having ability to provide more detailed information on
productivity (iDashboards tool/faculty metrics)
reduces the amount of self-definition of job
Chair and Director Level Competencies
•
Results leadership
- Manages HR systems and issues
• Ensures HR best practices and respectful workplace
• Dealing with difficult faculty and staff issues
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
Manages HR Systems and Issues
• Overcoming Natural Reticence/Distaste For
Problems
– Learning things you’d rather not know and talking
about them:
•
•
•
•
Substance abuse
Safety issues
Personal relationships
Pornography
• Remember what it says to everyone else if you
fail to act, think of the innocent (90/10 rule)
CK Gunsalus
Chair and Director Level Competencies
Manages HR Systems and Issues
• Academic Environment Decentralized Authority
– Star system
– Principles of academic governance
• Academic freedom
• Tenure
– Grey areas in norms
• Essential for Chair and Director to be on the same page
CK Gunsalus
Chair and Director Level Competencies
Manages HR Systems and Issues
• Tips and Guidelines for Handling Complaints
– Guidelines:
•
•
•
•
•
Don’t take it personally
Never act on only one side of a story
Nobody knows what “Everybody Knows”
When in doubt, leave it out
Never attribute to malice that which incompetence will explain
CK Gunsalus
Chair and Director Level Competencies
Manages HR Systems and Issues
• Tips and Guidelines for Handling Complaints
– Guidelines:
•
•
•
•
Say what you’ll do; do what you say (set time frames)
In the absence of facts, people make them up; plan accordingly
Keep notes and trust your instincts
Clear statement of expectations can be more powerful than
threats and ultimatums
– Some problems require formal process
CK Gunsalus
Chair and Director Level Competencies
Manages HR Systems and Issues
• Tips and Guidelines for Handling Complaints
– Guidelines, trust the process if:
•
•
•
•
If true, the allegation is very serious
A large imbalance of power between the parties
Volatile personalities or history of problems
Two or more involved parties are sexually intimate with each
other
• Identify excellent HR professional(s) within your
organization and follow their advice
CK Gunsalus
Chair and Director Level Competencies
• Results leadership
– Fiscally responsible
• Hire financial professional(s) and utilize their skills
• Develop and use key metrics (iDashboard, faculty
metrics)
• Collegiate help more likely for the competent than
the helpless
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• People leadership
–
–
–
–
Uses effective communication
Influences and inspires
Builds relationships (stakeholders, partnerships)
Understands positional and personal power and shared
governance
– Acts as an engaged member of collegiate leadership
team and serves on University committees where
appropriate
None of the above can be done by email alone!
UMN Office of Organizational Effectiveness
Chair and Director Level Competencies
• Personal leadership
– Builds trust
• Consistent, fair, open to new ideas, credible,
ethical, does the right thing
– Displays emotional intelligence
•
•
•
•
Aware of capabilities and development needs
Responds resourcefully to new challenges
Composed, patient, diplomatic, resilient
Personal life is in order
UMN Office of Organizational Effectiveness
Chair and Director Development
University Sponsored Programs
• Provost’s Department Chair/Director Leadership Program
• Leading the Academic Department
• Hiring Faculty and Staff
• Mentoring for Success
• Demystifying P & T and Post Tenure Review
• Planning and Managing Finances
• Fostering a Productive, Supportive Department
• Compliance and Legal Issues in Higher Education
• Dealing with Difficult Issues
• Sponsored Projects, Pre and Post Award
• University Financial Overview and Budget Model
• University Development Organization
Chair and Director Development
Other Leadership Programs
•
•
•
•
AAVMC Leadership Programs
CIC (Big 10) Academic Leadership Training
Center for Creative Leadership
Business School Leadership Programs (local, Harvard)
Chair/Director should proactively identify and
request support for development plan with Dean
Chair and Director Development
Development and mentoring utilizing
• 360° assessment
• 180° self and manager assessment
• Monthly 1:1 reports
Monthly Status Report
Annual Performance Planning & Appraisals
360 Degree Evaluation
Strategic Talent
Management
System
Development
Competency
Model
Selection
and Hiring
Performance
Management
Succession Management
UMN Office of Organizational Effectiveness
Senior Rotation Grading Sheet
3. Professionalism: Work habits, interpersonal maturity and skills, teamwork,
commitment, initiative
Attendance and
Punctuality
A
Is always present and on time (with the possible exception of a true, documented emergency). Always performs tasks in a timely fashion and meets deadlines.
Does not meet attendance guidelines on syllabus. Has more than the allowed number of absences for the rotation. Consistently comes late to sessions. Consistently misses
deadlines.
F
Willingly takes responsibility and ownership for own action and their consequences (e.g., seeks feedback, willingly admits mistakes).
Proactively follows up and follows through on case (pending data, response to treatment, etc.)
Always responds to ethical dilemmas in accordance with AVMA and legal standards
Always readily assumes responsibility for equipment care and cleanliness. Cleans up after self.
Initiative and
Acceptance
of Responsibility
A
Avoids responsibility for own actions and their consequences (e.g., deflects blame, does not admit mistakes, resists feedback.
Fails to proactively follows up and follows through on case (pending data, response to treatment, etc.)
Demonstrates behavior that is not in alignment with ethical with AVMA ethical standards and/or legal requirements
Consistently fails to assume responsibility for equipment care and cleanliness. Does not clean up after self.
F
Teamwork,
enthusiasm and
Attitude Toward
Work
Demonstrates excellent teamwork skills – works cooperatively with VMC personnel and client
Conveys an exceptional “can-do” spirit, a sense of optimism, ownership, and commitment and dedication.
A
Consistently demonstrates poor teamwork skills – does not work cooperatively with VMC personnel and client
Demonstrates a consistent sense of pessimism and/or lack of ownership, commitment dedication.
F
Professional
Appearance
A
F
Always dresses in a professional manner. Adheres to dress code. Exhibits excellent personal hygiene.
Tends to be consistently casual in attire. Does not adhere to dress code. May have hygiene issues.
Use of Behavioral Anchors for Leadership Evaluation and Development
Questions?
Comments?