talent management guide - trinity health · 2017. 9. 23. · talent management work aligns with...

TALENT MANAGEMENT GUIDE

PROCESSES AND TOOLS FOR

MANAGING TALENT

PURPOSE

This document describes how talent management practitioners at Trinity Health examine talent for

critical leadership positions, help those leaders prepare for future challenges, and ensure identified

talent is showcased for future leadership roles

Copyright © 2016 Trinity Health | Classification: Internal Revision Date 09/23/2017

Talent Management Copyright © 2016 Trinity Health | Classification: Internal Page i Revision Date 09/23/2017

Table of Contents

FOUNDATIONS OF TALENT MANAGEMENT ....................................................................................................... 1

Uses of Talent Management ................................................................................................................................... 2

Outcomes of Talent Management .......................................................................................................................... 3

Talent Management Process .................................................................................................................................. 4

Roles and Responsibilities ..................................................................................................................................... 5

Roles and Responsibilities (continued) ................................................................................................................ 6

Talent Analysis ........................................................................................................................................................ 8

Talent Discussion Guide ........................................................................................................................................ 9

Assign a Talent Classification ............................................................................................................................. 10

Critical Leverage Positions .................................................................................................................................. 13

Positions to Consider ........................................................................................................................................... 14

Analyze Existing Positions ................................................................................................................................... 15

Succession Planning ............................................................................................................................................ 17

Creation of the Leader Profile .............................................................................................................................. 18

Debrief the Talent Classification.......................................................................................................................... 19

Talent Analysis and Succession Planning Calibration ..................................................................................... 21

Hold Talent Calibration Session .......................................................................................................................... 22

Showcase Top, Emerging, and Valued Talent ................................................................................................... 24

Establish Agenda for Talent Showcase .............................................................................................................. 25

Build Action Plan Framework for each Person .................................................................................................. 26

Communicate Initially with Named Successor .................................................................................................. 28

Build Action Plan with Identified Talent .............................................................................................................. 29

Assessment............................................................................................................................................................ 30

Tool: Development Worksheet ............................................................................................................................. 31

Tool: Development Planning Guide .................................................................................................................... 32

Communicate Talent Classifications .................................................................................................................. 33

Facilitate Movement of Classified Talent ............................................................................................................ 35

Glossary ................................................................................................................................................................. 36

Talent Management Copyright © 2016 Trinity Health | Classification: Internal Page 1 Revision Date 09/23/2017

FOUNDATIONS OF TALENT MANAGEMENT

Talent Management is the process by which we use a colleague’s performance and potential based on observable

behaviors and/or assessments to differentiate those who are being developed to be our future leaders and validate

those who are in the right positions now. Classified Talent is provided with additional assessment, development or

challenge opportunities to prepare them for future roles and to retain them. Top Talent is showcased for

promotional opportunities. Talent Management also seeks to support changing workforce needs based on our

strategic plan(s) and/or the changing nature of the industry. In these ways, Talent Management helps drive Trinity

Health's organizational objectives through the assessment, development, retention and promotion of Talent.

Guiding Principles

All of the processes explained in this guide are underpinned with the following assumptions.

GUIDING PRINCIPLES TRINITY HEALTH’S COMMITMENT

Transparency Talent needs to know how we view their potential for future roles and how they engage with the process

Trinity Health will share Talent decisions with Talent that validates assumptions and provides direction on future involvement in career development

Continual Development Talent reviews are not one time events for Classified Talent

Trinity Health's leaders are expected to have development and advancement discussions with identified successors and other colleagues interested in leadership. Additionally, leaders will support the use of various assessment tools and use that information to gain greater insight into long-term potential and career development.

Strategic Alignment System Office, Regional Health Ministry and individual ministry talent reviews support changing business needs in addition to colleague advancement needs

Trinity Health will integrate System Office, Regional Health Ministry and individual ministry level talent reviews into the Financial & Strategic Planning Processes

Rigor Talent will be managed with the same rigor as our fiscal capital

Trinity Health is building a simple, practical, and reliable Talent Management Strategy that can easily be implemented by Leaders and HR Colleagues with the support of Talent Management.


Uses of Talent Management The processes described in this guide are used in a number of ways. They are used to review the existing talent of

Trinity Health in order to position this talent for leadership positions. They are also used to forecast future talent

needs by aligning to the changing workforce requirements evolving from our strategic plan. All of these activities

overlap as do the people identified as talent for each of these tasks. These activities are led by the Talent

Management team for senior system-level positions. However, these same activities can be led by RHM leaders for

additional roles as is appropriate locally. Using a consistent standard process helps to dovetail the results of our

work for ease in collaboration.

Talent Analysis This work examines the existing population of

talent across the organization to determine which

individuals to consider. Top, Emerging and Valued

Talent are identified from that total population

based on past performance and future potential.

This Talent Pool is highlighted during Critical

Position Planning, Succession Planning and

Strategic Workforce Planning. Leaders of those in

the Talent Pool ensure they have on-going

assessment, development and are actively

retained.

Critical Position Planning The Talent Sponsorship Group (TSG) is made up of

senior executives from RHMs and System Office

functional areas who identify positions that are

critical to our future organizational success. The TSG ensures individuals in the already identified Talent Pool have on-

going assessment, development and retention. As strategic and operational positions become available across the

organization, the TSG advocates for the advancement of Top and Emerging candidates to fill those roles.

Succession Planning Succession Planning is similar to Critical Position Planning, but is specifically focused on who will succeed a particular

senior level position. Succession Planning specifically looks at who is ready to take a role now, who will be ready

soon, ready later, and who can take on the role temporarily during an emergency. Succession Planning also ensures

individuals in the Talent Pool have on-going assessment, development and retention.

Strategic Workforce Planning In addition to looking at our Talent Pool for existing positions, we need to look into the future to anticipate future

talent needs. This is done by incorporating Talent Management processes into the Strategic Planning Process.

Critical Position Planning

Analysis of talent in Critical Positions to identify, develop, and promote talent

Succession Planning

Identification of successors of senior executive positions from the existing Talent pool

Strategic Workforce Planning

Workforce planning to support new leadership required by Trinity Health's strategy

Talent Analysis

Talent Scan


Outcomes of Talent Management

Ultimately, we are trying to achieve…

Top and Emerging Talent advanced in a non-biased objective manner

Candidate pools that include leaders across Trinity Health

Candid discussions about what solid performance and potential look like

Retention of Top, Emerging, and Valued Talent

Providing thorough and searchable data of exceptional leaders at Trinity Health who demonstrate the

behaviors we want to emulate

Encourage mobility of Top and Emerging Talent

Being transparent with colleagues who are not in the Talent Pool, but who think they should be, in order to

counsel them on their future at Trinity Health

Note: These outcomes will change based on HR Indicators to be determined.


Talent Management Process

Talent Management work aligns with other people-related work, including Growth Strategy & Innovation, Finance &

Budgeting, Talent Acquisition, Performance Management, Talent Development, Culture & Change, etc. The major

bodies of Talent Management work are represented below. This guide explains how to conduct each of these tasks,

what the outputs are, and what types of tools can be used for this work. The steps in the Talent Management

process are not linear, nor do all steps have to occur in every situation. For example, Discuss with Talent and

Socialize Talent Decisions may be done in tandem. Moreover, Plan Succession may not be done at all in some Talent

Management plans where the focus is on the development of a team rather than preparing for the vacancy of a

leader.

STEP EXPLANATION

Analyze Talent: Determining the talent classification of a talent pool based on each person's past performance and future potential.

Classify Talent: The main activity within Talent Analysis is determining which colleagues are Top, Emerging and Valued Talent.

Identify Critical Positions: Determining which positions are most critical to Trinity Health's organizational success prioritizing these for talent management focus.

Plan Succession: Identifying who will fill the future vacant leadership roles from the talent pools previously analyzed.

Calibrate Talent: Validating talent decisions with broader groups of leaders to ensure support of those decisions and development plans.

Socialize Talent Decisions: Fostering opportunities for Top, Emerging and Valued Talent to be seen by others.

Broker Talent: Facilitating Top Talent to be considered for new roles within the organization and to support talent needs for changing strategic needs.

Facilitate Classified Talent: Special care is taken to advocate for the advancement of Top and Emerging candidates to fill those roles.

Analyze Talent

Classify Talent

Identify Critical Positions

Plan Succession

Calibrate Talent

Broker Talent

Socialize Talent Decisions

Discuss with Talent

Facilitate Classified

Talent


Roles and Responsibilities

Development ultimately lies in the hands of every leader. Utilizing support from their leaders and Talent

Management resources, colleagues are expected to take control of their development and career paths. The Talent

Management team provides tools and processes to manage this work effectively and efficiently. Here are some

specific responsibilities for those involved in Talent Management work.

RESPONSIBILITIES BENEFITS

INC

UM

BEN

T LE

AD

ERS

Responsibilities to the Individual:

Assess the potential of their direct reports

Identify and develop successors to their role

Communicate Talent Classifications to direct

reports and support them on their career path

Responsibilities to the Organization:

Share talent by advocating for those in the Talent

Pool and support other leaders in sharing talent

across Trinity Health

Monitor succession plans to ensure they are

future-facing and updated

Monitor leadership pipeline

Support development of Talent Pool including

rotational assignments, stretch assignments,

leadership development programs, etc.

Help define leadership competencies that

showcase exceptional Trinity Health leaders

Leaders support this work because:

Supporting colleague advancement and development

improves engagement and retention

Shared accountability is built between the colleague

and their manager

Top, Emerging and Valued talent will distrust leaders

not engaged in talent management

Advancing those from one area to another provides a

leader with a broader network themselves

Assisting in the development of others provides

opportunities for cross-functional work and idea

sharing

Senior Leaders must have named successors in order

to be promoted themselves

THE

TALE

NT

Top, Emerging and Valued Talent should:

Identify personal and career interests

Actively participate in assessments, coaching,

and development opportunities

Share career and development goals with others

as appropriate

Identify and seek development needs for

themselves including rotational assignments,

stretch assignments, leadership development

programs, coaching, mentoring, assessments,

etc.

Manage their own career development and

talent profile

The Talent supports this work because:

Active involvement in this work demonstrates a

desire for advancement

They have the most influence over their ability to

develop

Development prepares them for their future role

while improving performance in their current role


Roles and Responsibilities (continued)

OTH

ER L

EAD

ERS

The Executive Leadership Team should:

Hold the CEO accountable for developing talent.

The HR Compensation Council should:

Partners with Trinity Health Leadership and

Regional Health Ministries to provide direction,

consultation, project management and technical

support for the design, development,

implementation and management of

compensation programs across the system.

These leaders support this work because:

Shared accountability ensures talent management

moves from a static event to a constant frame of

mind.

TALE

NT

MA

NA

GEM

ENT

TEA

M The Talent Management team should:

Manage the overall Talent Management process

to be followed across Trinity Health and leads

that process for the most senior level leaders

Anticipate future talent needs

Provide leaders with tools and support to

effectively engage with the process

Collect and analyze organizational data to

support sound, non-biased talent decisions

Talent Management supports this work because:

A best practice process is needed that is repeatable

at many levels of the organization

Building organizational expertise in this work

expands the possible impact of talent management

TALE

NT

PR

AC

TITI

ON

ERS Those leading talent work should:

Follow standard processes as much as possible

Include identified Top, Emerging and Valued

talent in searchable databases and showcase

these individuals

Contribute ideas for improvement to the master

process

Talent Practitioners support this work because:

It reduces duplication of effort

It mirrors best practices

It populates system wide databases that can be

searched

It enables involvement in refinement and

improvement of the process



ANALYZE & CLASSIFY TALENT

Existing organizational talent is examined to identify high potential talent from the high performing pool of

talent based on criteria so that group of people can be vetted by stakeholders and prepared for a future

higher leadership role or sufficiently challenged to remain within the organization


Talent Analysis Talent analysis is an activity that should happen throughout the year. It may take place during private discussions

between HR and Managers or during larger group settings. Talent analysis should not be seen as a single event, but

rather as a continual discussion that needs to be revisited regularly for each individual because over time, one's

talent classification or readiness may change. Talent analysis creates the pools of talent that inform the three major

processes in Talent Management:

1. Critical Position Planning 2. Strategic Workforce Planning 3. Succession Planning

Determine the Population to Analyze

First, determine the population of people you plan to analyze. It's important to bound the population in order to ensure a realistic scope of people to analyze and to ensure that others know who is being examined. Typical boundaries for populations to analyze include:

Leaders within a certain function (e.g., all CMOs, all CEOs)

Leaders within a certain location (e.g., all RHM Directors, a RHM C-Suite)

A specific leadership group (e.g., SLC, ELT)

Leaders reporting to a specific person (e.g., all direct reports of _____)

Once the population of who to evaluate is identified, it's generally best practice to tell that group of people that leadership is analyzing their talent capability.

Determine who should participate in the talent analysis

Initial talent analysis should include a small group that includes the colleagues' manager and a talent management practitioner. This discussion is informal and candid, so all parties must fully trust one another. Once you have basic data for each individual to be assessed, you should schedule Talent Analysis sessions with each Leader ensuring appropriate time to be thoughtful and in an environment where you and the Leader will not be disrupted or pulled away for calls, etc.

In some situations, for high level talent (e.g., VP and above), this conversation may include peers of the manager.

However, this would be rare since peers are generally brought in during calibration sessions instead. The talent being

assessed should not be included in this conversation (although, it's generally a good idea that they know the

conversation is happening). Use the questions on the following page to guide the discussion.

Pull initial data to analyze for each person

You will want to prepare by gathering basic HRIS information for each individual being analyzed including:

Name

Title

Work Location

Last two Performance Appraisal ratings

Manager's Name

Manager's Title

Other helpful performance data, such as: o Patient Satisfaction Scores /

Engagement o Quality metrics o Performance Feedback o Assessments


Talent Discussion Guide

QUESTIONS NOTES & DEVELOPMENT PLAN

CU

RR

ENT

PER

FOR

MA

NC

E

Past Performance: Does the colleague have a strong record of high past performance?

What level of performance did this person have over the last 3

years? Were results delivered?

Has this person been operationally competent?

How has this person's functional expertise balanced with their overall

understanding of the business?

What extraordinary work has this person achieved within the last 3

years?

Are outcomes achieved with behaviors in accordance to Trinity Health

values?

PO

TEN

TIA

L FU

TUR

E P

ERFO

RM

AN

CE

Agility: Does the colleague have the potential to take on a new role?

Is this person self-aware of their strengths and opportunities and

do they learn from their mistakes?

Is this person proactive?

Does this person have adequate inquisitiveness and intelligence

for the new role?

Ability: Does the colleague have the ability to take on a wider, more complex role? Does this colleague demonstrate:

Strong expertise and functional skills

Strong leadership skills

A well-rounded skillset

Ability to effectively deal with stress, organizational politics, and

emotions

Ability to quickly learn new roles, responsibilities, and information

Relationships: Does this colleague have the necessary relationship building skills to take on a new role?

Does this person relate well to others inside and outside of the

organization at all levels?

Do others see this person as a supportive colleague?

Does this person connect with our Mission and Core Values as they care for themselves, others, and those we serve?

Aspiration: Does this colleague have the drive and desire to take on a new role?

Does this person continually seek new challenges to increase their skills?

Is this person willing to do whatever it takes to succeed?

Is this person willing to relocate (if necessary)?

Is this person interested in this role?


Assign a Talent Classification Now that you've discussed each person within the talent population you are analyzing, and refined your overall

impression, it's time to assign each person with a Talent Classification, which indicates their overall performance and

potential. This data is entered into the tools on the following page as a summary of your discussion. Determine which

of the following Talent Classifications each person is, or determine if they do not fit into any of the Talent

Classifications.

Talent Classifications

Top Talent

Individuals in designated leadership roles who are exceeding expectations based on current assessment practices at the System, RHM or individual Ministry level. They are seen as being capable of advancing to a significantly broader/more complex role and their organization is committed to preparing them for this. The organization commits to provide development opportunities and facilitate movement into broader/more complex roles where appropriate (within 24 months)

Emerging Talent

High-performing individuals with clear advancement potential for leadership roles whose future roles cannot yet be determined. The focus of their development is to deepen our understanding of their potential and their career aspirations emphasizing our commitment to making a long-term investment in their development. The organization commits to provide on-going assessment and development opportunities

Valued Talent

Individuals who consistently exceed expectations on current assessment practices. They are highly capable, high-achieving, highly valued talent who don’t necessarily have advancement potential at the present time but whom are crucial to retain. The organization commits to provide on-going development opportunities

Yet to be Determined

More information is needed regarding performance, potential, or career aspirations in light of organizational needs to determine a Talent Classification. This classification does not mean that performance is low. Therefore, Performance Management should not be confused with Talent Management. Top, Emerging, and Valued Talent Classifications are for our leadership pipeline, so those not part of the pipeline will not be give a classification for Talent Management purposes.



IDENTIFY CRITICAL LEVERAGE

POSITIONS

Positions that are essential for the achievement of the strategic plan or for keeping the organization

operationally sound are identified in this step to clarify the focus population of succession planning


Critical Leverage Positions Determine Likely Critical Leverage Positions

Critical Positions are those that are instrumental to delivering on Trinity's People-Centered 2020 strategic objectives.

These positions may have existing Incumbent Leaders in them or they may be vacant or future positions that do not

yet exist. Make a list of positions which likely include:

Existing Senior Level positions that are anticipated to remain

o Who do you feel are the key talent in your organization?

o Are key leaders planning to leave the organization (e.g., retirement)?

o Are there key leaders who do not have back-up candidates ready now?

New Senior Level positions resulting from Strategic & Financial Planning needs

o What new major initiatives are on the strategic plan?

o What talent will be needed to support those initiatives?

Positions that are drastically changing as a result of the changes in healthcare or other environmental

implications

o Does your group have the right people in place to achieve the organization's goals?

o How do major changes in your environment affect the type of talent needed?

o What roles will be different in the future than they are now?

o What are your plans for reorganization this year?

Positions to be managed by Talent Management

This Talent Management and Succession Planning process can be used for any leader within Trinity Health. However,

the Talent Management group will directly manage the Succession Planning process for the following populations

within the timeframes outlined below.

LEADERSHIP POPULATION NUMBER WHEN MANAGED

Trinity Health CEO 1

34 Started in FY15 Executive Leadership Team (ELT) 16

System Leadership Council (SLC) 17

Regional Leads ~11

57+ Starting in FY16 RHM CEOs ~46

Clinical Leaders ?

RHM C-Suite Starting in FY17

Vice Presidents

Directors

TBD

(These are likely roles to be taken on by each RHM)

All other Leaders

Professionals


Positions to Consider As you consider which positions to focus on, don't necessarily limit yourselves to just the traditional management

positions. There are likely other professional positions critical to the success of the organization that should be

managed from a career perspective. Keep these in mind as you determine your focus area.

You may find it helpful to run a report from your HRIS System for all positions that you are planning to include in your

Talent Analysis and Succession exercises. Most organizations may choose to review at a particular "level" in the

organization and higher. There may be times where you wish to include specific people that fall outside the realm of

the particular positions that you've selected for review. For example, you may choose to review someone who is a

Vice President despite the fact that you had planned just to review Senior Vice Presidents and above, but because

this person is essentially considered a peer of the Senior Vice Presidents, you may have occasion to include them in

your review. As a check and balance to your population to be reviewed, you should plan to review this with the

group's leadership prior to commencement of any Talent Analysis or Succession Planning exercises to ensure that

you have included all positions and/or individuals that they might expect to review.


Analyze Existing Positions Create a prioritized list of existing critical positions by asking these questions. Use the rating scale if it's helpful, but

more importantly, have a discussion about critical positions using these questions as a conversation guide.

Tool: Position Discussion Guide

CRITICAL CATEGORY LEVELS OF CRITICALITY TODAY FUTURE

Mission Impact – To what extent

does this role impact the success of

Trinity’s Mission?

5 - Creates a healing presence in our community

3 - Indirectly creates a healing presence

1- Does not support the Mission statement

Operational Impact – To what

extent does this role impact Trinity’s

operational success?

…or…

Clinical Impact – To what extent

does this role impact Trinity’s clinical

quality?

5 - Directly impacts Revenue and/or Expense

3 - Indirectly impacts Revenue and/or Expense

1- Does not impact Revenue and/or Expense

5 - Directly impacts clinical outcomes

3 - Indirectly impacts clinical outcomes

1- Does not impact clinical outcomes

Strategy Impact – To what extent

does this role support People-

Centered 2020?

5 - Directly supports People-Centered 2020

3 - Indirectly supports People-Centered 2020

1- Does not supports People-Centered 2020

Staffing Difficulty – What is the risk

if this position is vacant?

5 - Must be (a) filled immediately, (b) filled with

internal resources and (c) requires rare skills

3 – Requires two of the three items above

1- Contains none of the three items above

The output of this section is a list of positions and people to be focused on during the

remaining talent discussions.



SUCCESSION PLANNING

Identifying individuals capable of taking over a specific leadership position permanently or in an

interim fashion


Succession Planning Succession Planning is about determining which individual(s) from the talent pool should succeed an incumbent leader. Succession Planning may be done for identified Critical Leverage Positions or for another specifically identified position. Successors should be identified from the pool of Classified Talent, and ideally are those classified as Top Talent; although there may be scenarios where Emerging or Valued Talent are listed as future successor possibilities or as emergency scenario successors.

Examine the Classified Talent to Identify Successors

Once you have identified the position for which you want to identify successors, you need to look at the pool of classified talent to determine which of those individuals should be considered. To do so, a discussion between the Incumbent Leader, the incumbent leader's leader and HR should take place to identify potential successors by:

1. Identifying talent with high performance

2. Identifying talent with ample potential from the group of high performers

Succession candidates with those traits should already be classified as Top, Emerging or Valued Talent, so start with

that list of people. Then, create an overall colleague sketch that summarizes their potential. Use the same questions

from the Analyze Talent discussion to validate each person's classification and appropriateness to the role. The

questions are intended to be a conversation starter and are not all inclusive. As the group discusses each area, notes

about the colleague should be documented along with ideas for development. These development concepts will

later be shared with successors so they know what the path to advancement looks like.

Note: Senior leaders in the organization are required to have a potential successor(s) that are identified as either Top or Emerging Talent, and are either Ready Now or Ready Soon, to be considered for a promotional opportunity.

Assign a Readiness Category

Once you have the list of potential successors, assign a readiness category for each person, including: 1. Readiness Classification - Identify the timing in which they can be appropriately prepared and developed for

these opportunities as:

Ready Now (0-1 year)

Ready Soon (1-3 years)

Further Develop (3-5 years)

2. Mobility - Is the person mobile, as in relocatable?

3. Identify what developmental actions will need to occur to prepare them for these advancement

opportunities taking into account Exposure, Experiential Learning and Educational opportunities referring to

the Leadership Development Worksheet. .

Demographic information such as gender, age and ethnicity for these populations should be calculated and analyzed

to support our Equal Employment Opportunity practices, to create awareness and to allow ourselves the opportunity

to measure and improve our diversity and inclusion practices.


Creation of the Leader Profile A "Leader Profile" should be created for each potential successor who is either "Ready Now or Ready Soon" and for those who are named "Top talent." These should be made available to senior leadership when calibrating their Talent Analysis and preparing the development for these colleagues.


Debrief the Talent Classification Now that you have a complete list of successors with notes about each person's past performance, their agility, their

ability, their relationships, and their aspirations, you should have a good picture of everyone who may be a successor

to a position. You should now debrief this list and make any edits or additions by asking:

1. Who is showing up on this list of successors? Does that feel right? Why or why not?

2. Who is not showing up on this list who should be there?

3. Does each critical role have a Top Talent successor identified? If not, what is the plan to get Top Talent

identified?

4. Is any successor listed as Top Talent but not as Ready Now? If so, why is this? What is the plan to move their

Readiness to Ready Now?

5. Is any colleague listed as a Top Talent successor for more than one role? If so, why is this? Does the

colleague have a focused enough career path?

Note: These questions do not have right and wrong answers. They are intended to foster dialog and ensure

the right list of talent is finalized. The process of examining the Successors is focused on people identified as

successors to an existing position. However, there may be key talent in the organization who have not been

identified as a successor for a variety of reasons (e.g., the higher level role they are a fit for doesn't exist in

the organization). If you identify key talent that is not related to a specific incumbent position, still

complete the following steps.

The output of this section is a list of successors identified for all critical positions plus a list of

key talent that highlights their talent classification, readiness, and development

opportunities.

Once pools of Talent are identified, the talent pools for "critical" roles in your area will be vetted and calibrated with the Talent Sponsorship Group who has responsibility for:

1. Identifying and “co-owning” “Key or Critical” roles, both strategic and operational, with the ministry

in which the role resides. 2. Holding the organizations who have identified Top, Emerging and Valued Talent accountable for

assessing, retaining & developing their talent. 3. Acting in the best interest of the overall organization in owning and helping to position our talent

appropriately to support our initiatives.



CALIBRATE TALENT

Top, Emerging and Valued Talent identified are validated through candid discussions with leadership to validate

their classifications, rank talent and ensure that the those in the talent pool belong there


Talent Analysis and Succession Planning Calibration Talent Analysis is the process whereby senior leaders engage in reviewing and discussing their talent for the purpose of planning succession and development that will help to increase the organization's talent capabilities and preparedness for future talent needs (workforce planning). During the Talent Analysis process senior leaders review colleagues’ individual performance and potential and comprehensively calibrate those results across the population being reviewed ensuring consistency in process and application. This is also where discussions about the development of talent begin.

For example, during Talent Analysis, leaders will assign a classification to each colleague being assessed that identifies them as:

Top Talent

Emerging Talent

Valued Talent

Succession Calibration is the process of calibrating talent analysis and succession information to ensure an objective approach, level setting and a comprehensive view of talent across the organization in support of development that will help to enhance our capabilities and prepare our talent for the future. During this process, leaders will assign a readiness classification that depicts the period of time in which the colleague can be appropriately prepared to assume a greater role. For example, each colleague being assessed will be assigned to one of the following readiness classifications:

Ready Now (0-1 year)

Ready Soon (1-3 years)

Further Develop (3-5 years)

Proper calibration of talent information helps establish a valid and credible process that ensures development dollars are applied efficiently. As is best practice, Trinity Health combines its Talent Analysis & Succession Calibration processes. Talent Analysis feeds the Succession process. During the Talent Analysis and Succession Calibration sessions senior leaders review the capabilities of the current talent, identify critical capabilities and growth areas, and plan for targeted development. Because of the confidential and sensitive nature of these people discussions, both Talent Analysis and Succession Calibration should be facilitated by a Talent Management or a Human Resource Professional.

Once Talent Analysis and Succession Calibration is complete and senior leaders have had an opportunity to make agreed upon modifications, if any, they "own" their Talent information and should prepare to present it to the next level up in the organization. Once this process is complete with the more senior level, and any modifications are complete, the organization now has a living, breathing Talent Analysis & Succession Plan and can begin to develop its talent in alignment with the strategic objectives of the organization.

Note: HR is a facilitator and guide only in these discussions and decisions. Leaders own their talent,

decisions about their talent and should feel confident to defend their decisions about their talent.

Calibration is the final stage of the review, although modifications could be made as the leader calibrates up

with their leader. As you review the distribution of talent classifications, you should expect to see a greater

proportion of Valued and Emerging talent than Top Talent.


Hold Talent Calibration Session Leader Preparation

Talent Calibration is about leaders sharing their assessment of their Top, Emerging, and Valued Talent and defending

(if necessary) their assignment of these classifications to individuals. To do so, leaders must be knowledgeable about

each colleague in their Talent Pool. Talent Management resources will prepare profiles summarizing information

from the Talent Analysis for leaders to use in explaining the talent they are putting forth as Top, Emerging and Valued

Talent. Leaders should be prepared to summarize the following about each person in their talent pool:

Colleague performance

Colleague potential

Colleague readiness to advance

Colleague development necessary to advance

Colleague mobility

Colleague retention risk assessment

The output of this section is a refined list of successors validated by leadership.

Leaders should come to Calibration sessions prepared to support their selections of Top, Emerging and Valued Talent.

They should also be prepared to talk about the timeframe (readiness) in which their colleagues might be prepared to

assume an advanced role as well as the development that would be necessary to prepare them for this next

opportunity. Because these opportunities are dictated by business need, workforce planning data will also be

reviewed to determine the type of people needs, the timing and the location. For this reason, Managers should also

come prepared to speak about the mobility of their colleagues.

Additionally, Leaders should be able to identify potential resignation risks and continually monitor and assess the

potential for resignation. Managers should plan to schedule regular touch points with anyone who is believed to be a

resignation risk with the intention of reducing the potential for resignation by listening to the needs, goals and

aspirations of the colleague and engaging them in meaningful work and developmental opportunities.

During calibration, also consider additional stakeholders that have an interest in this position. For CEO / RHM

President roles, this likely includes the RHM Board and/or local Bishops. Their input, in some fashion may be

necessary.



SOCIALIZE TALENT DECISIONS

Top, Emerging and Valued Talent is showcased to leaders across Trinity Health to build awareness of

their potential and to identify opportunities for advancement and development


Showcase Top, Emerging, and Valued Talent

Identifying talent is only part of the talent management process. Those identified as Top, Emerging or Valued talent

must be showcased across the organization to ensure they are put forth for opportunities and to ensure their

retention. This can be done in a number of ways, including a talent showcase meeting or similar forum as described

in this section. Ideally, talent is showcased within present structures (e.g., group summits, executive meetings,

conferences).

Determine Attendees for Talent Showcase

Typically, these forums include the next layer of leadership above the identified Top, Emerging and/or Valued talent to be showcased. However, this audience may include another level of leadership above that as appropriate. These forums should be about everyone in the talent pool, which includes successors to specific positions and other critical positions. The important thing is to assemble a group of people who:

Can or will have roles in their area appropriate for the promotional opportunities

Will have development opportunities to build further readiness for Top, Emerging, and Valued talent

Tool: Talent Showcase Attendee Planning IF YOU ARE GOING TO BE DISCUSSING… …YOU SHOULD INVITE…

Specific positions, including:

Successors to a specific position

Critical or strategic positions

1. The incumbent leader (if applicable)

2. The incumbent leader's peers

3. Others with a vested interest in this position

Talent pool agnostic of specific positions, including:

Top, Emerging and/or Valued talent who are

not named successors

1. Managers of the Top, Emerging or Valued

talent

2. Functional leaders at the same level as the

managers who have a vested interest in this

position


Establish Agenda for Talent Showcase

A forum for showcasing a leader's talent should occur no less than four times a year and it is incumbent upon the

leader and their trusted HR Business Partner to ensure that this occurs. There should be an atmosphere of

transparency where leaders openly talk about their talent without trying to hide exceptional talent or pass off less

desirable talent to others. During this forum, likely topics include:

Business Strategy: An overview of where the organization is going and what sort of talent is required to get

us there. Some of this work can come from Step 1: Identify Critical Positions. This section should include:

o The group's 3-4 top strategic priorities and initiatives and how those relate to overall organizational

goals and/or People-Centered 2020.

o How major environmental or organizational changes have impacted the group this year.

o What major environmental or organizational changes you're expecting this year.

o Which positions are most critical to achieve these goals in light of these changes?

o What is your group's overall bench strength in the current talent pipeline to achieve these goals?

o Other talent issues and opportunities you are facing (e.g., critical roles you need to fill)

High Potentials: Now that the stage has been set with an understanding of the group's goals and how talent

generally is prepared to support those, it is time for a presentation of the individuals identified as Top,

Emerging and/or Valued talent including why they were named as such and which role(s) they are named

successors to (if any). There may be disagreement that needs to be facilitated here and adjustments

ultimately made. As each individual is examines, the group should discuss:

o Name & Role: What is the talent's name, current role, talent classification, readiness, and for what

role(s) is s/he a named successor?

o Current Performance: What is this person's current performance as indicated by credible sources

(e.g., performance ratings, 360s, quality scores, assessments)? Be sure you discuss:

Functional / Technical Expertise

Leadership Ability

Cultural Fit within Trinity Health and Passion for our Mission

o Job Fit Issues: Is this person in the right job today? If not, is there significant risk of losing this

person? What are we going to do about that?

o Currently Available Opportunities: Is there a role currently available for which this person should be

considered? Are there opportunities in other functional areas or locations?

o Potential Future Opportunities: What roles (in addition to any already identified successor roles)

would this person be a fit? What changes in the business may open opportunities for this person?

o Development Opportunities: What are the 1-2 development experiences does this person need to

achieve the next level? How will this person be developed?


Build Action Plan Framework for each Person

The talent showcase should identify a large number of next steps for each individual. These next steps should be

compiled into a plan that includes plans to share results with the identified talent including their talent classification,

readiness and development plans.

Communicate about Talent Management

It is critical that there is awareness about the talent management process because that transparency fosters a

greater understanding of career paths at Trinity Health and how the organization supports each colleague's unique

journey.

The output of this section is an action plan to be shared with identified successors.



DISCUSS WITH TALENT

Leaders work with their identified talent to make them aware of their talent classification, readiness and

successor status in order to build development plans that accelerate career goals


Communicate Initially with Named Successor

A result of the talent management process discussed thus far is a list of people named as successors to specific roles.

Communicating with these people is essential. It is recommended that the talent management function craft a letter

to potential successors to introduce them to resources available to them. This letter also enables the talent to hold

their own manager accountable to their further development since they now know what to expect.

Tool: Named Successor Letter Template

Dear _____,

Trinity Health has a Talent Analysis and Succession Planning Process that is managed by our Talent Management Department. This process is used and endorsed by our Board of Directors and Executive Leadership Team. As part of this process, Trinity Health commits to being transparent with its talent and succession plans so as to maximize the opportunity for growth and development of its colleagues and readiness of its talent for the future.

To that end, we would like to congratulate you for being recognized by your leadership as a potential successor in our Talent Analysis. By role-modeling our values and guiding behaviors, and through your performance, drive, and ambition to succeed, you have demonstrated that you have the capability to potentially reach a very senior position in Trinity Health – well done! Because you have been identified as one of a small group of colleagues with exceptionally high performance and strong executive leadership potential, you are a named potential successor for the following position(s):

Position A

Position B

As a potential successor, Trinity Health and its leaders commit to supporting you with developmental opportunities that will enhance your talent capabilities and prepare you for future career advancement. You may have occasion to participate in Leadership Assessments, Coaching Engagements, Development Planning which includes Experiential Learning, Exposure and Education/Training to prepare you for future career opportunities. As part of this process, we will also be talking with you about your goals, aspirations and how those align to the needs of the organization.

In return, we expect you to commit to continued exceptional performance and role-modeling. You personally have the primary responsibility for your development, and while we will support you, you will need to invest the time to work on your personal development, growth and formation. Be very clear, the talent partnership does not mean that you are guaranteed a promotion or succession to a position. While you are clearly on the right track, and possess high potential to succeed further, the organization considers many factors and candidates for promotion. The Talent Partnership opportunity is designed to position you to be a competitive candidate for promotion.

You will be supported in your development by Trinity Health, its leaders, your Supervisor as well as representatives of the Talent Management Department and we wish you every success as you begin this journey.

A Consultant from the Trinity Health Talent Management Department will be in touch with you in the coming weeks to begin working with you on your development journey. Congratulations again! Sincerely,

SIGNED BY SVP OF HUMAN RESOURCES & THEIR SUPERVISOR


Build Action Plan with Identified Talent

Leaders should meet with each person on their team who is identified as Top, Emerging or Valued talent. Now that

you’ve aligned your talent with your strategic goals and identified your high potentials and successors, how will you

retain and develop them? What stretch assignments will you assign to them? Who will mentor them? How will you

track their progress? How will you know when they are ready for a promotion? How will you keep them engaged

until a position opens up? The purpose of this meeting is share discussions with them about how they are viewed by

the organization and how they can be developed. The following topics should be covered during this meeting:

Talent Classification: People should be told if they are Top, Emerging or Valued talent.

Successor Status: If the person is a successor to a specific role, they should be told that they are the

successor to that role. This type of transparency motivates the successor and encourages their continued

development. Successors should understand that this is not a guarantee that they will take over for an

incumbent leader in the future, but that they are a prospect. Some people may not be a named successor to

a specific role, but a part of the Talent Pool anyway. To make this message clear, it's recommended this

message also reference the following:

o Roles: What role(s) for which the person is a successor. If they are not a named successor to a

particular role, explain what types of roles they may expect to learn about in the future.

o Readiness: People should be told if they are believed to be ready now, ready soon or require further

development to be ready for the next promotional opportunity. This is critical to level set

expectations of when a promotion may be appropriate for the person.

Development: People should be aware of assessment and development strategies available to them. While

people should be given opportunities to partake in development, it is ultimately the individual's responsibility

to make this happen. The development planning discussion should include:

o The manager's responsibility in identifying and supporting development opportunities.

o The colleague's responsibility in identifying and engaging in development opportunities.

o Possible development opportunities including stretch assignments, job rotations, fellowships,

assessments, mentoring, coaching, training programs, etc.

o When this topic will be discussed again between the manager and the colleague. This should be a

topic discussed at least twice a year, if not quarterly. Ideally, development becomes a part of

everyday work, but there should be formal check-ins scheduled as well.


Assessment

Before creating a development plan, an individual should have a clear picture of areas they want to develop. Assessments provide insight into a person's known and unknown behaviors and traits. Understanding this can help define an appropriate development plan for the individual. There are a variety of potential assessments that can be used including:

Center for Creative Leadership Benchmarks 360

Hogan Leadership Series (3 segments) o The Hogan Personality Inventory (HPI – Potential) o The Hogan Development Survey (HDS – Challenge) o The Hogan Motives, Values, Performances Inventory (MVPI – Values)

Insights Discovery (Individual and Team work available) Please contact Kevin Preston at 734-343-1062 to learn more about these assessments, the cost or to schedule assessments for an individual or group.

Types of Development

Once an assessment is complete, there should be a strong picture of where an individual may want to develop. That

information should be used to create a development plan that enables a person to build their competencies or skills

through formal and informal means. Formal development may include things like training programs, while informal

development may include things like stretch assignments. Each person's development plan should be unique to their

individual needs because each person needs to work on different things. Moreover, each person's development plan

should be a mix of formal and informal opportunities, but should include more informal than formal items. Use the

table below as a tool to help people build their development plans. HR can consult on this plan, but the manager and

colleague ultimately own this plan.


Tool: Development Worksheet


Tool: Development Planning Guide

DEVELOPMENT OPPORTUNITIES NOTES & DEVELOPMENT PLAN

Less

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ore

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Training Programs: Courses or classes offered within or outside Trinity. Examples include…

Internal classes targeted at specific competencies (i.e.,

Crucial Conversations, Ministry Leadership)

External programs offered through professional

associations or universities

Coaching: Internal or external people development experts who challenge individuals based on their developmental areas and then provide them with guidance and support.

Mentoring: Internal or external expert advisors who already hold a role similar to the individuals target role and can share their experiences and provide guidance. Mentoring may also include shadowing or simulations.

Job Rotation & Stretch Assignments: Work that is beyond a colleague's normal activity meant to build skills or relationships. This may include building entirely new functional skillsets. Examples include…

Managing a large project or growing new service

Collaborating with other locations

Interacting with others outside of Trinity

Working on mergers and acquisitions

Leading performance improvement efforts

Job Rotation: Work that builds entirely new functional skillsets or builds relationships. Examples include…

Working at other locations


Communicate Talent Classifications

Communicate with People not Identified as Top, Emerging or Valued

The Talent Management process focuses on those who are Top, Emerging and Valued because those are the

individuals who need special care and attention regarding their development and career aspirations. However, there

will be people who were not identified as Top, Emerging or Valued talent, but feel they should be. Because of the

overall atmosphere of transparency that is being created around talent management, it's crucial to communicate

with these people since they will likely hear from other sources about talent decisions/plans. If you don't

communicate with them, they may become dissatisfied or they may sabotage other work. Having compassionate

conversations with these colleagues in a way that is reverent to them exemplifies our value of integrity. This

conversation includes:

1. Why the person was not determined to be in the talent pool.

2. Clarify that the talent pool are people identified as high performing and high potential. There are many other

people who are high performing and who are just as critical to the success of our organization. The talent

pool is specifically about those high performers who are, or will be, ready to take on more advanced roles.

3. Discuss the colleagues' options for the future. Determine if the person is satisfied with current prospects or

wants something more. This could include:

a. If the person can work toward becoming part of the talent pool in the future (if that is a strong

desire). If so, help the colleague create a development plan.

b. If the person wants to continue growing through lateral moves.

c. What else the person has a passion for contributing.

4. Keep HR informed of results from this discussion.

Update Leader Profiles

Based on these discussions, there may be changes to talent profiles. For example, information shared on a

colleague's talent profile may have been incorrect. Sometimes a colleague identified as Top or Emerging doesn't

want to move up, and therefore needs to be re-classified as Valued. Any changes made as a result of these

conversations needs to be edited into the profile.



BROKER & FACILITATE

CLASSIFIED TALENT


Facilitate Movement of Classified Talent

Trinity Health Talent Management aligns its practices to the strategic and operational priorities and resource needs

of the organization. This is known as "Workforce Planning." In doing so, Talent Management and Human Resources

ensure that the strategic imperatives of the organization guide the decisions about our people resources and talent

and the same strategic and fiscal rigor that is applied to capital expenditures is applied to people resources.

Talent Management collaborates with Trinity Health's Executive and Leader recruitment processes and the Talent

Sponsorship Group to ensure that those who are identified as Top and Emerging Talent are showcased and made

available as potential candidates for vacancies throughout the system and within the Regional Health ministries and

individual health ministries. This gives credence and validity to the process of hiring and advancement and removes

any concern for back door deals.

Monitor Position Openings

Monitor all openings for critical positions and positions for which successors have been identified. The Talent

Sponsorship Group (TSG) identifies critical positions for the system and discusses candidates for those positions as

they open. Other talent management venues may be used for other openings.

How do we ensure we know about openings? Who else do we engage in this work?

Conduct Talent Analysis for Available Openings

An existing pool of talent and/or successors exist which can be considered for an opening. A group is assembled to

examine that talent and determine who may be a good fit. Those identified as a good fit for the open position are

put forth to talent acquisition activities.


Glossary

TERM DEFINITION

Critical Position Roles that are instrumental to delivering on Trinity's People-Centered 2020 strategic objectives and roles that are the lynchpins to differentiating Trinity from our competitors. These positions may have existing Incumbent Leaders in them or they may be vacant or future positions that do not yet exist.

High Performer Colleagues how consistently demonstrate exceptional performance and are key contributors. High Performers are not necessarily suited for upward mobility.

High Potential Colleagues that have been identified as Top, Emerging, or Valued Talent and therefore need to be developed and cared-for to ensure retention and advancement (if appropriate). These colleagues are both high performing and high potential.

Incumbent Leader The colleague currently holding a position.

Knowledge Transfer Knowledge transfer refers to the act of transferring knowledge from one individual to another by means of training, mentoring, coaching, documentation or other methods such as the use of technology to capture, retrieve and share information.

Talent Sponsorship Group (TSG)

A team of senior executives who identify critical positions to the success of Trinity Health's strategy and ensures the talent pool is ready and used to fill those positions as they become available.

Succession Planning Identification of successors for senior executive positions from the existing Talent pool.

Succession Calibration The process of calibrating talent analysis and succession information to ensure an objective approach, level setting and a comprehensive view of talent capabilities across the organization in support of development that will help to increase talent capabilities and prepare talent for the future.

Successor The colleague(s) identified to take over an Incumbent Leader's post.

Talent Analysis The process whereby senior leaders engage in reviewing and discussing their talent for the purposes of planning succession and development that will help to increase the organization's talent capabilities and preparedness for future talent needs (workforce planning).

Talent Classification A combination of a person's past performance and future potential to determine if they are Top, Emerging or Valued talent.

Talent Pools Groups of Top, Emerging and Valued colleagues who are being developed to fill leadership positions.

Workforce Planning The practice of aligning the people resources of an organization to its strategic and operational priorities, thereby employing the same strategic and fiscal rigor to people resources as is applied to capital expenditures.

talent management guide - trinity health · 2017. 9. 23. · talent management work aligns with...

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