Archived Publications eBook: Confidence in the Development of your Futur | Page 9

Applications for Healthcare Organizations
How can healthcare organizations utilize these
research findings for addressing the fundamental
challenge of identifying and sustaining a pipeline of
leadership talent across leadership roles? Consider
the following practical applications for enhancing your
organization’s talent management capabilities:
• Assess emergent leaders across talent pools (nurse,
physician, and administrative) using 360-degree
feedback or manager assessment of the High-
Potential Healthcare Leadership competencies.
• Execute annual talent review meetings in which
management teams complete nine-box grids that
utilize job performance (performance appraisal
data) and leadership potential (High-Potential
Healthcare Leadership competency ratings) to plot
employees across talent pools.
• Develop behavior-based interview protocols for
leadership positions (both internal promotions and
external hires) that reflect the High-Potential
Healthcare Leadership competencies.
• Develop ‘new leader’ onboarding programs that
address the critical transition challenges faced by
clinicians entering first-time leadership roles.
• Enhance the annual performance appraisal process
for strategic positions through personal
development plans that reflect the High-Potential
Healthcare Leadership competencies.
• Utilize the High-Potential Healthcare Leadership
model for designing an internal leadership academy
or leadership development program that develops
cross-functional cohorts of emergent leaders
(nurse, physician, and administrative).
References
Bureau of Labor Statistics (2014). Share of labor force projected to rise
for people age 55 and over and fall for younger age groups.
Retrieved January 24, 2014 at
http://www.bls.gov/opub/ted/2014/ted_20140124.htm.
Church, A. H., & Rotolo, C. T. (2013). How are top companies
assessing their high-potentials and senior executives? A talent
management benchmark study. Consulting Psychology Journal:
Practice & Research, 65(3), 199-223.
Dries, N., & Pepermans, R. (2012). How to identify leadership
potential: Development and testing of a consensus model.
Human Resource Management, 51(3), 361-385.
Griffith, M. B. (2012). Effective succession planning in nursing: A
review of the literature. Journal of Nursing Management, 20: 900-911.
Hess, C., (2013). Health Care Educators: New Directions in Leadership
Development. Journal of Leadership Development, 6 (4): 72-76.
Howard, J., Shaw, E. K., Felsen, C. B., & Crabtree, B. F. (2012).
Physicians as inclusive leaders: Insights from a participatory
quality improvement intervention. Quality Management in
Health Care, 21(3), 135-145.
Picker-Rotem, O., Schneider, A., Wasserzug, S., & Zelker, R. (2008).
Nursing leaders of tomorrow: A peer selection process. Journal
of Nursing Management, 16(8), 915-920.
Silzer, R., & Church, A.H. (2009). The pearls and perils of identifying
potential. Industrial & Organizational Psychology, 2(4), 377-412
Wendler, M. C., Olson-Sitki, K., & Prater, M. (2009). Succession
planning for RNs. Journal of Nursing Administration, 39 (7): 326-333.
About The Author
Kevin S. Groves, Ph.D. is an Associate Professor of Management at Pepperdine University’s
Graziadio School of Business and Management, and President of Groves Consulting
Group, where he works with health systems on executive assessment, development,
and succession planning systems. He is currently working on a book project that
examines the clinical, financial, and workforce performance outcomes of talent
management practices in hospital systems.
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