Talent Management for
Professional Staff and Faculty
Overview
Maureen Macpherson, Dr. Margaret Steele, Dr.
Robin Walker
Talent Management Conference: Effective
Leaders in a Changing Health Care
Environment
November 27, 2012
Disclosure
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“I have not had in the past 2 years, a financial interest,
arrangement or affiliation with one or more
organizations that could be perceived as a
direct/indirect conflict of interest in the content of the
subject of this or any other program.”
Maureen Macpherson, Medical Affairs
Dr. Margaret Steele, Vice Dean, Hospital and
Interfaculty Relations
Dr. Robin Walker, Integrated Vice-President, Medical
Affairs and Medical Education
Objectives
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Describe the evolution of the Schulich School of
Medicine & Dentistry and the London Hospitals Talent
Management Initiative
Show the Talent Management Framework
Outline the Professional Leadership Competencies
Communicate resources available for development
Describe the Talent Management Pilot Program
Announce the participants of the inaugural Talent
Management Pilot Program
Strategic Directions
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“…to have supported leaders and staff in
strengthening their skills and practices in a
changing environment” (LHSC Strategic Plan, 2009,
http://www.lhsc.on.ca/priv/spp/pdfs/spp_plan.pdf)
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Lead in programs that foster the growth and
success of faculty and staff (Schulich School of Medicine &
Dentistry Strategic Plan, 2011,
http://www.schulich.uwo.ca/Schulichhome/files/unfiled/2411SchulichMedicineDenti
stryFINALLR.pdf)
The Vision
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To develop a culture within Schulich/LHSC and St.
Joseph’s committed to the identification, engagement,
development, recruitment and retention of excellent
leaders
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Grounded in a feedback-rich environment
Supported by a well defined process to identify and develop
next generation leaders
Build upon clear leadership competencies required to respond
to the changing needs within the Academic Health System
Recognizes and celebrates leadership excellence
What is Talent Management
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A process of defining future leadership requirements - critical roles
and competencies
A process of identifying, attracting, developing and retaining a
pool of talent that meets these requirements
It involves assessing, developing and retaining the organization’s
current talent, and recruiting additional talent, as necessary to
meet the leadership needs of the organization
Is about identifying a steady flow of qualified leaders (Hay Group
Limited, retrieved November 2011
http://www.haygroup.com/ca/services/index.aspx?id=6643)
Talent Management focuses on:
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Building Capabilities
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Foundational Development
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System awareness, knowledge and skill development
Supporting New Leaders
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Annual development plans, focused development opportunities
Orientation, skill development, mentorship, coaching
Accelerated Development Pool
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Education and experiential learning to develop potential
leaders
History
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London Hospitals Medical Affairs and the Schulich
School remunerate physicians\dentists\basic scientists
for key leadership roles ie. Division Chief, Site Chief,
Department Chair, Associate Dean
To date …
• no centrally articulated competency requirements
for the roles
• no position descriptions developed centrally
• no articulation of experiences, courses or
committees that would lead to development of
competencies
History
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Development opportunities beyond the role of Medical
Expert appear to be episodic and lacks coordination
Physicians are viewed as leaders of the clinical team
regardless of their title
Physicians\Dentists\Basic Scientists don’t always view
themselves as leaders
Very little leadership training in Undergraduate, Post
Graduate Training or by their profession
More focused attention to leadership development is
beginning to occur ie. Canadian Society of Physician
Executives, Canadian Health Leadership Network
Questions
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Do we have alignment with recruitment, orientation,
development, retention and succession planning?
Are our processes based on leadership best practices?
Do we have the skill development opportunities
internally or do we go externally?
How can we build on our strengths and enhance
capacity?
What gaps do we have? How can the gaps be
addressed?
Literature Search and
Environmental Scan
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Gathered postings internally and externally
Reviewed literature and models of Talent
Management
Compared to what we had articulated in Career
Development Planning forms
Cross referenced and completed gap analysis
Focus Group for Face Validity
Literature Search and
Environmental Scan
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Ontario Hospital Association (OHA) competencies
National Institutes of Health Leadership (NIHL) model
LEADs Framework
Canadian Medical Association (CMA) Leadership
Framework
CanMeds and College of Family Physicians of Canada
Etc.
Governance
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Steering Committee
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Physician\Faculty Advisory Committee
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Leadership Development Working Group
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Career Development Working Group
Steering Committee Membership
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Dr. Margaret Steele and Dr. Robin Walker (Co-Chairs)
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Dr. Murrary Bryant, Ivey
Dr. Sharon Burey, Schulich Windsor
Dr. Davy Cheng, Clinical Chair
Dr. David Litchfield, Basic Science Chair
Maureen Macpherson, Medical Affairs
Dwayne Martins, Chief Operating Officer, Schulich
Dr. Jatinder Takhar, Associate Dean, Continuing
Professional Development
Dr. Dave Smithson, Resident
Dr. Anne Snowdon, Ivey and Health Sciences
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Steering Committee Functions
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Supervise the progress of the subcommittees
Ensure issues that arise are communicated across all
groups
Ensure broad talent management program rather than
specialized
Identify and close gaps
Develop a culture that supports mentoring and
leadership development
Physician/Faculty Advisory
Committee Membership
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Dr. Wayne Weston (Chair)
Dr. Tom Forbes, Surgery
Dr. Rod Lim, Pediatrics
Dr. Sarah Jarmain, Psychiatry
Dr. Mariamma Joseph, Pathology
Dr. Shamim Tejpar, SWOMEN
Dr. Andy Watson, Associate Dean, Graduate and
Postdoctoral Studies)
Dr. Harinder Sandhu, Vice Dean, Dentistry
Dr. Margaret Steele, Vice Dean, Hospital and Interfaculty
Relations
Physician/Faculty Advisory
Committee Functions
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To review the activities of the Talent Management Initiatives
including:
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The Leadership Competencies Document
Chief Resident Role Description
Professional Development Series
Career Development Planning Document
To provide advice on the materials and process to enhance
the Talent Management Initiative
Leadership Development Working
Group Membership
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Maureen Macpherson (Chair)
Karen Regier, Lawson Health Research Institute
Sue Thomsen, Administrative Officer
Kay Hickey, Continuing Professional Development
Rebecca Parkes, Organizational Development
Consultant, LHSC/St. Joseph’s Health Care
Peggy Roffey, Learning and Development, Western
Michele Parkin, Faculty Relations, Western
Leadership Development Working
Group Function
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To review the literature on leadership competencies
and talent management programs
To develop a draft of leadership competencies and
resources available within the London hospitals,
Schulich School of Medicine & Dentistry Faculty
Development and Western University
To develop a draft program which is consistent with the
talent management programs for staff at the London
Hospitals and faculty at Western University
To draft a communication plan and change
management plan
Career Development Planning
Project Team
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Carl Holland (Chair)
Jennifer Devlin, Child Health Research Institute
Derrick Gould, Acuity Star
Mair Hughes, Administrative Officer, Pathology
Maureen Macpherson, Medical Affairs
Patty Smith, Administrative Officer, Pediatrics
Sue Thomsen, Administrative Officer, Medicine
Career Development Planning
Project Functions
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To review and revise Career Development Plan (CDP)
document incorporating the following:
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The Academic Role Categories
Mentoring
Professional staff leadership competencies
To provide recommendations regarding the CDP
process eg. frequency of completion of CDP
Model
Competencies
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Self Awareness and Emotional Intelligence
Develop Self and Others
Communicate and Engage Effectively
Build Collaborative Relationships, Coalitions
and Strategic Partnerships
Inspire, Achieve and Innovate
Manage Resources
Transform and Lead to the Future
Self-Awareness and Emotional
Intelligence
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The ability to develop and maintain a sense of presence and
emotional maturity that is anchored in:
• Awareness of one’s strengths and limitations
• Understanding of one’s own emotions and the impact of
one’s behaviour on others
• Consistent behaviour that is congruent with personal and
organizational values
• Appropriate management of emotions
• Demonstration of resilience in a range of complex and
demanding situations
• An inner confidence that one can succeed and overcome
obstacles
Self-Awareness and Emotional
Intelligence
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Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities:
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Personality Dimensions (Hospital)
EQI (Hospital)
Self Awareness (Schulich)
Communicate and Engage
Effectively
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Shows tact and diplomacy in dealing with others
Actively listens, gives and receives feedback
Uses active listening when interacting with individuals or
groups, reflecting on verbal and non-verbal behaviour in
order to understand and respond appropriately to the
concerns of others
Keeps others informed about issues that affect them
Presents appropriate information clearly and concisely to
a variety of audiences
Encourages open exchange of information and ideas
using appropriate communications media
Communicate and Engage
Effectively
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Core for:
• Foundational
• Enhanced
• Strategic
Suggested Development Opportunities:
• Dialogue: the Language of Complex Systems
(CMA)
• Crucial Conversations (Hospital)
• Negotiation and Conflict Management (CMA)
• Leader Effectiveness Training (LET) (Hospital)
Build Collaborative Relationships,
Coalitions and Strategic Partnerships
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Eg.
Facilitates environments of collaboration and cooperation to
achieve results and to achieve the vision
Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities:
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Project Management (Hospital)
Introduction to Lean Tools (Hospital)
Build Collaborative Relationships,
Coalitions and Strategic Partnerships
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Eg.
Builds/encourages strategic partnerships with external
agencies to support care, education and research
Required for:
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Strategic Leadership
Suggested Development Opportunities:
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Influencer Overview (Hospital)
Influencer Training (Hospital)
Leading the patient safety process (CMA)
Inspire, Achieve and Innovate
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Eg.
Considers innovations by challenging the way or the status quo
Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities:
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Grants and Grant Applications (Hospital)
Foundational Leadership Skills – for project leaders, committee chairs
and professionals (Hospital)
Develop Self and Others
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Eg. Helps to improve the skills and capabilities of others and
fosters their long-term learning and development through
performance management, coaching, and mentoring leading to
empowerment
Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities:
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Teaching Tips (Schulich)
Mentoring (Schulich)
Developing Other Leaders (Hospital)
Transform and Lead to the Future
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Eg.
Actively contributes to change processes that improve health
service delivery
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Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities:
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An Introduction to Appreciative Inquiry for Leaders (Hospital)
Transform and Lead to the Future
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Eg.
Leads others in change by collaboratively setting priorities,
determining methods and procedures, and implementing
continuous improvement strategies
Required for:
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Strategic
Suggested Development Opportunities:
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Canadian Certified Physician Executive Program (CSPE)
BASICS (Western)
Manage Resources
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Eg.
Monitors/evaluates ongoing use of resources in meeting
established goals
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Core for:
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Foundational
Enhanced
Strategic
Suggested Development Opportunities
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HR101 (Hospital)
Management dynamics: understanding hospital performance (CMA)
Manage Resources
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Eg.
Participates with others to define strategies for approved
resource growth
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Required for:
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Enhanced
Strategic
Suggested development opportunities:
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Becoming a Strategic Leader (Hospital)
Strategic Influence: Advocacy, Alliances and Accountability (CMA)
Manage Resources
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Eg.
Understands the business implications of opportunities to drive
decisions when implementing business strategies
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Suggested development Opportunities
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Dollars and sense: finance and economics for the health care leader (CMA)
Required for:
• Strategic
Professional Development Series
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Implementation of a development series which has been
designed to provide key information and skill development for
new professional staff
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Target Group: new professional staff members who are new to
Ontario or the Ontario Health Care System
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The sessions were put into a half-day (four times per year)
Professional Development Series
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Topics include:
• Grants\Grant Writing
• Running Effective Meetings
• Supervising the Learning Environment
• Managing Ethical Decisions
• Managing Patient Information
• Leading Quality Initiatives
• Self-Awareness/Reflective Practice
• Leading Your Career Towards Promotion
• Teaching Tips
• Human Resource Issues
Project Outcomes
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Professional Leadership Competencies Document
Talent Management Website
Professional Development Series
Chief Resident Role Description
Draft revised Career Development Planning Document
which incorporates the Academic Role Categories,
Mentorship and Professional Leadership
Competencies
Talent Management Pilot Program
Talent Management Advisory Committee
Talent Management
Pilot Program
Recognition
Thank you to all those individuals who submitted
applications for the Talent Management Pilot
Program
Congratulations to all of the successful
applicants.
Pilot Program Overview
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Duration: approximately 1 year
To enhance leadership competencies while
completing a stretch exercise
To reflect on personal strengths and areas of
development
To receive and reflect on feedback from a
mentor and others
To choose two competency areas to develop
over the next year
Pilot Program Participants
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Alison Allan, Oncology Scientist
Waleed Chehadi, PGY5 Resident, Critical Care
Medicine
Arany Shanmugalingam, PGY4, Psychiatry
Javeed Sukhera, Junior Faculty Member, Psychiatry
George Zahariadis, Junior Faculty Member, PathologyMicrobiology
Profile
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Allison Allan,London Regional Cancer Program
Oncology Scientist
Mentor: Dr. Glenn Bauman, Dr. Kem Rogers
Area of Focus
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Development of Strategic Direction for the
Metastasis Translational Research Team
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To develop a proposal to augment the existing
training program to include value-added
training skill sets that would ultimately meet the
needs of the changing job market
Profile
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Waleed Chehadi, Critical Care Medicine
PGY5 Chief Resident
Mentor: Dr. Mithu Sen
Area of Focus
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To develop a proposal and implementation
plan for cross-specialty learning rounds for
residents/ students in acute care programs
Profile
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Arany Shanmugalingam, Psychiatry
PGY4 Chief Resident
Mentor: Dr. Volker Hocke
Area of Focus
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Creation of an official Mentorship Program for
incoming Postgraduate Year 1 Residents in
Psychiatry
Profile
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Javeed Sukhera, Child and Adolescent
Psychiatry
Junior Faculty Member
Mentor: Dr. Paul Links and Dr. Sandra Fisman
Area of Focus
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Develop a co-ordinated mental health service
for transitional youth and young adults between
the ages of 16-25.
Profile
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George Zahariadis, Pathology- Microbiology
Junior Faculty Member
Mentors: Dr. Robert Lannigan, Dr. Subrata
Chakrabarti
Area of Focus
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To develop a proposal and implementation
plan to revise the medical microbiology
Residency program
Next Steps
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Meet and develop a plan with Mentor
Self reflection on areas of improvement ie.
Competencies
Meet with the Talent Management Advisory
Committee and fellow participants of the pilot
program several times throughout the year
Meet with Mentor approximately monthly to
discuss leadership
Evaluation and Recommendations
Questions?