how to develop a top performer philosophy...2017/02/22 · to recruit, engage and retain top...
TRANSCRIPT
How to Develop a
Top Performer Philosophy
Presented by Michelle Leighton
VP, Organizational Development
Medical Service Company
Learning Objectives
• Why create a Top Performer Philosophy
• The Process
• The Integration
• The Positive Impact it creates
How it all began….
Point Point
A B
Strategy
People
Reality is….
An organization may have the best
strategy but if you don’t have the RIGHT
people, your strategy may be pointless.
The Key is….
To recruit, engage and retain
TOP PERFORMERS.
The Process
• Identify the unit (department, division, company)
• Identify the decision makers
• Provide a list of those identified employees (Name, DOH, Dept., Title)
• Instructions are minimal (Who do you think is a Top
Performer? Only rate those that you know.)
• Consolidate the list based on feedback
• Deliberate on the characteristics that are common
The List
Employee #1 10/24/2011 Admin Compliance Specialist
Employee #2 2/11/2013 Billing/RQ Reimbursement Specialist
Employee #3 4/29/2013 Sales Hospital Liaison
Employee #4 11/11/2013 Distribution Medical Equipment Technician**
Employee #5 11/11/2013 Customer Service Clinical Coordinator
Employee #6 7/14/2014 Sales Inside Telesales Representative
Employee #7 7/28/2014 Customer Service Case Management Specialist I
Employee #8 10/6/2014 Admin Branch Manager**
Employee #9 10/13/2014 RX Pharmacy Manager
Employee #10 6/15/2015 Admin Business Analyst
Employee #11 6/14/2010 Billing/RQ Qualification Manager
Employee #12 1/3/2011 Admin Director, Revenue Cycle Management
Employee #13 1/28/2013 Sales Territory Manager **
Employee #14 5/8/2013 Customer Service Case Management Specialist II
Employee #15 8/5/2013 Admin Network Administrator
Employee #16 9/15/2014 E-Commerce eCommerce Marketing Specialist
Employee #17 8/12/2002 Sales Territory Manager **
Employee #18 2/9/2004 Sales Territory Manager **
Employee #19 6/20/2007 Admin Director-Branch Operations
Employee #20 7/30/2007 Customer Service Case Management Lead
Employee #21 12/21/2007 Customer Service Customer Service Rep**
Employee #22 1/5/2009 Admin Branch Manager**
Employee #23 2/20/2012 Distribution Medical Equipment Technician**
Employee #24 3/7/2012 Billing/RQ Order Validation Specialist
Employee #25 11/12/2013 Customer Service Case Management Specialist I
Employee #26 2/10/2003 Admin Director Operations
Employee #27 5/19/2003 Billing/RQ Lead, Reimbursement Specialist
Employee #28 6/19/2007 WH Director Purchasing
Employee #29 4/7/2008 Patient Care Patient Care Coordinator
Employee #30 10/26/2009 Patient Care Patient Care Coordinator
Employee #31 9/22/2003 Sales Territory Manager **
Employee #32 11/17/2003 Distribution Medical Equipment Technician**
Employee #33 11/27/2006 Patient Care Patient Care Coordinator
Employee #34 6/20/2007 Admin Branch Manager**
Employee #35 10/6/2008 RT Clinical Test Coordinator
Employee #36 12/8/2008 Admin Human Resource Generalist**
Employee #37 5/3/2010 Distribution Medical Equipment Technician**
Employee #38 8/15/2011 Admin Staff Accountant**
Employee #39 10/17/2011 Distribution Medical Equipment Technician**
Received the
Most votes
Deliberation
What are the common
attributes/qualities
possessed by those in
this group?
The Philosophy is Created
Medical Service Company’s Top Performer Philosophy for the
attraction, retention and engagement of top talent.
Top Performers consistently exhibit the
following qualities:
� Willingness to act and respond to new opportunities
� Personal Accountability
� Resiliency
� Superior Work Performance
Integration
• Integrate into:
� Recruitment/Selection
� Compensation/Rewards Strategy
� Performance Management System
� Succession Planning
HR or OD professionals CANNOT
do this alone.
Spread the Word
• Communicate the new Top Performer Philosophy
• Keep reminding at any opportunity
Employee-Centric Strategy
The End Result
Meeting or Exceeding
your Company’s Business
Strategy by creating an
environment that engages
Top Performers.
