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Conference name: Succession Planning in Nursing: Methods to Recruit, Develop, and RetainGreat Leaders

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Succession Planning in Nursing:Methods to Recruit, Develop, and

Retain Great Leaders

1:00 p.m.–2:30 p.m. (Eastern)

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11:00 a.m.–12:30 p.m. (Mountain)

10:00 a.m.–11:30 a.m. (Pacific)

A 90-minute interactive audioconference

Thursday, February 8, 2007

ii Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

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HCPro, Inc., is not affiliated in any way with The Joint Commission, which owns the JCAHO and JointCommission trademarks.

iiiSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

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iv Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

Dear Colleague,

Thank you for participating in our “Succession Planning in Nursing:Methods to Recruit, Develop, and Retain Great Leaders” audioconfer-ence with Patrick R. Coonan, EdD, RN, CNAA, and Rebecca A.D.Zechman, MSN, RN, moderated by Mike Briddon. We are excited aboutthe opportunity to interact with you directly and encourage you to ask ourexperts your questions during the audioconference. If you would like tosubmit a question before the audioconference, please send it to [email protected] and provide the program in the subject line. We cannot guaran-tee that your question will be answered during the program date, but wewill do our best to take a good cross section of questions.

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200 Hoods Lane

P.O. Box 1168

Marblehead, MA 01945

Tel: 800/650-6787

Fax: 800/639-8511

vSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

Agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vi

Speaker Profiles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .vii

Exhibit A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1Presentation by Patrick R. Coonan, EdD, RN, CNAA and Rebecca A.D. Zechman, MSN, RN

Exhibit B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15Magnet Status Journey Leadership Assessment Tool

Exhibit C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Forces of Magnetism in Nursing Leadership–Sample

Exhibit D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .20Forces of Magnetism in Nursing Leadership, Leadership Development Plan

Exhibit E . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Organizational Status Assessment for Succession Planning

Exhibit F . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30How to Classify Individuals by Performance and Potential

Exhibit G . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32Acronym List

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

Contents

vi Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

Agenda

I. The need for succession planning in nursing leadershipA. Supportive culture

1. Work-life balanceB. Resources you need to succeed

1. Time2. Financial support3. Education

II. Step-by-step: A guide to create a successful planA. Step 1: Have buy-in from all levels of administration about proceed-

ing with a planB. Step 2: Review and find a process that is appropriate for your facility.C. Step 3: Develop a program plan, disseminate information, and begin

implementation

III. Solutions to overcome common challengesA. Don’t make the plan a secretB. One size does not fit all: Develop individual candidate development

plans. C. Evaluate and plan for short- and long-term successors

1. Perform skills analysis for all positions2. Have a clear “job filling” process

D. Have a clear business/project plan and set of leadership “skill set”deliverables

E. Track and evaluate the process, and change as necessary

IV. Case study: Succession planning at Promedica Health SystemA. Leadership development: From the directors to the CEOB. Curriculum development in a nursing leadership academyC. Linking leadership development to the ANCC Magnet Recognition

Program’s® 14 Forces of Magnetism

Live Q&A

viiSuccession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

Speaker profiles

Patrick R. Coonan, EdD, RN, CNAA

Patrick R. Coonan, EdD, RN, CNAA, is presently Dean and Professor at the Schoolof Nursing at Adelphi University in Garden City, NY, and has had a long history of serv-ice in nursing leadership and education. Throughout his career, Coonan has heldsenior patient care management positions at major medical centers in the New Yorkmetropolitan area. He has been the Chief Nursing Officer in an academic medical center, a health system, and a teaching community hospital and was a fellow in theJohnson & Johnson-Wharton Fellows Program in Management for Nurse Executivesat The Wharton School, University of Pennsylvania in Philadelphia. In addition, he hasheld educational administration positions at three universities. He is certified in Nursing

Administration Advanced from the American Nurses Association.

Dr. Coonan’s work now includes leadership assessment and development, integrating technology into nursingmanagement and educational systems, executive coaching, personnel development, and planning. He haswritten and presented extensively on nursing management and leadership, as well as nursing systems andnursing education. He is president of Infinite Horizons Consulting, LLC, which provides organizational devel-opment and design, personnel solutions, education, and evaluation services.

Rebecca A.D. Zechman, MSN, RN

Rebecca A.D. Zechman, MSN, RN, is currently an Administrative Director of ClinicalPractice and Development at Toledo Hospital, the tertiary care hospital within theProMedica Health System located in Ohio. Her focus is quality care and professionaldevelopment. She came to Toledo Hospital from higher education where she taughtundergraduate and graduate students in public health and pediatric nursing, nursingleadership, and nursing research as an associate professor and served as the directorof a baccalaureate nursing program.

Her clinical background includes practice as a public health nurse, a pediatric and adultacute-care nurse, and a Pediatric nurse practitioner where her clinical focus was the care of children withdevelopmental disabilities. She enjoys nursing history and her favorite presentation is Florence Nightingale incharacter and costume.

Exhibit A

Presentation by Patrick R. Coonan, EdD, RN, CNAA, and Rebecca A.D. Zechman, MSN, RN

EXHIBIT A

2 Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

Succession Planning inNursing: Methods toRecruit, Develop, andRetain Great Leaders

Presented by:Patrick R. Coonan, EdD, RN, CNAA

Rebecca Zechman, MSN, RN

2

Why the Need for SuccessionPlanning in NursingLeadership?

� Creates a “pipeline” of qualified individuals to“take over” when needed

� Normal attrition and tight labor markets leaveless people to choose from

� Maintains continuity of organizationalstrategic goals and plans

� Fewer staff = fewer potential leaders

3Succession Planning in Nursing: Methods to Recruit, Develop, and Retain Great Leaders

EXHIBIT A

3

Why the Need for SuccessionPlanning in NursingLeadership?

� It is strategic, tactile, and deliberate

� Planning provides continuity of leadership

� Boosts retention and morale by providing aclear career path

� Reduces replacement costs

� Assists in creating a supportive, non-threatening environment aiding in work-lifebalance

4

Resources for Success

� Time

� Financial support

� An educational plan

� A supportive culture

� Clear support, mentally and financially fromexecutive leadership.

� Role models

� Caution! Not all leaders are role models!!!!

EXHIBIT A


5

Creating a Successful Plan-Step 1

� Have administrative “buy-in” beforeimplementation

� Leaders need to put aside the notion that they

� are not leaving or are irreplaceable!

� are now easier targets for removal

� are not going to “die in the chair”

� Have committed resources

� Promises won’t work!

� Make it a priority

6


� Review and find an appropriate process foryour facility,i.e.

� Develop a leadership planning board

� Identify a system to identify “high potential” orHIPO leaders.

� Target “key positions” in the organization

� Determine scope of work for these positions

� Assign appropriate compensation to thesejobs


EXHIBIT A

7


� Develop an organizational program

� Develop an educational plan

� Provide a climate for motivation and retention

� Implement mentoring models

� Track employee performance

� Have individualized formal managementdevelopment plans in place

8

Overcoming CommonChallenges

� Don’t make the plan a secret

� One size does not fit all

� Evaluate and plan for short and long termsuccess

� Perform a supply and demand analysis

EXHIBIT A


9

Overcoming CommonChallenges (cont’d)

� Have a clear “job filling” process

� Have a clear business/project plan

� Includes leadership skill set deliverables

10

For Success…Organization Leaders Must Be:

� Self-Reliant

� Practicing relationship Management

� Confident

� Able to allay anxiety

� Risk Takers

� Guides

� Role Models

� Supporters and Transitionalist


EXHIBIT A

11

Remember-

� People don’t quit their jobs-

� They quit their bosses!

12

Case Study:Succession Planning atProMedica Health System (PHS)

� Succession Planning for NursingLeadership….

� Within the PHS Succession Planning Model

� PHS developed and deployed a successionplanning model and process that is to becascaded to all levels of leadership and staff

� Today’s case study details the process fornursing leadership at a memberhospital—The Toledo Hospital

EXHIBIT A


13

Guiding Principles

� The capacity for leadership is widely held

� The aspiration for leadership is narrowly held

� The skills of leadership are learned skills

� Great leaders develop over time andexperience

� Leadership happens in the relationshipbetween the leader and environment

14

Step 1: The Ideal NursingLeader Composite

� Brainstorm the characteristics of the idealnurse leader

� Verify against a standard leadershipcompetency checklist

(Exhibit B: Magnet Journey Leadership Assessment)(Exhibit B: ANCC Magnet Recognition Program®

Journey Leadership Assessment)


EXHIBIT A

15

Step 2: Build a CompetencyModel

� To get there, you haveto first decide where youare going.

� At PHS, we have acompetency model forleadership. Our job forTTH Nursing Leadershipwas to specify it to ourdiscipline’s needs

16

Step 3: Complete a SWOT orGAP Analysis

� The Magnet Recognition Program® Application Manual(2005), Forces of Magnetism

� ANA Scope and Standards for Nurse Administrators(2004)

� PHS Leadership Competencies

� Meta-analysis of Gallup Research: What employees reallywant from us (Buckingham & Coffman, 1999)

Addresses:Leadership competencies of individualsLeadership enabling in the environment

(Exhibit C: Forces of Magnetism in Nursing Leadership)

EXHIBIT A


17

Step 4: Complete an ActionPlan

� Address gaps

� Focus on leadership competencies

� Focus on environment of leadership

� Best Practice based

(Exhibit D: Forces of Magnetism in Nursing Leadership:Leadership Development Plan)

18

Step 5: Validate the GapAnalysis and Action Plan

� Member check with Nursing Leadership

� Analyze in light of nurse satisfaction surveyresults


EXHIBIT A

19

Step 6: Deploy theCompetency Model

� Job descriptions

� Recruitment materials(e.g. print ads, on-line)

� Interview guides forhiring

� Leadership orientation

� Performance appraisals(developmental goals)

20

Step 7: Implement the ActionPlan

� Guides seniornursing leadershipwork

EXHIBIT A


21

Step 8: Design andImplement the SuccessionPlanning Process

PHS Process

� Meet with Corporate VP ofDevelopment to identifyleadership aspirations

� Complete self assessmentand supervisor assessment

� Design & implementdevelopment plan withsupervisor

22

Step 9: Design the NursingLeadership Academy

� CNO sponsorship

� Nursing leadership workgroup design & oversight

� Everybody plays

� Classroom, self-directedand mentored experientiallearning

� Link to performanceappraisal-goal setting &measurement

� ProMedica Universitycourses: Foundation /prerequisite

� Nursing LeadershipAcademy: PHS nursingleadership learningneeds

ProMedica University Core Curriculum

Nursing Leadership Academy


EXHIBIT A

23

PHS Nursing LeadershipAcademy: Draft ContentOutline TeaserSetting the

Foundation

� Overview ofleadership

� Nursing successfactors

� Self-management

� Managing others

� Motivating others

CommunicatingEffectively

� Crucial conversations

� Healthcare as abusiness

� Change management

24

The Essence of Leadership

� “A leader is most effective when peoplebarely know he exists. When his work isdone, his aim fulfilled, his troops will feelthey did it themselves.”

~ Lao-tzu6th century bce Chinese philosopher, founder of Taoism

EXHIBIT A


25

Thank You

Questions & Answers

Exhibit B

Magnet Status Journey Leadership Assessment Tool

Source: Rebecca A.D. Zechman, MSN, RN. Reprinted with permission.

EXHIBIT B


The Toledo HospitalMagnet Journey

Leadership AssessmentAdapted From:Nursing Leadership Academy (2001)Leatherman Leadership Questionnaire (1996)PHS Leadership Competencies

Directions: Score each competency from 1 to 5 with 1 being the lowest and 5 being the highestlevel of competency collectively evidenced by directors/managers in your division.

COMPETENCY SCORE1. Clinical Quality Improvement and Customer ServiceOrientation: Setting and enforcing high standard for the quality ofpatient care delivered on the unit, incorporating patient and physician needs and concerns into decision making and organizational action.

1 2 3 4 5

2. Accountability: Holding self and others accountable for meeting objectives and commitments, and adhering to standards even in theface of unforeseen circumstances.

1 2 3 4 5

3. Planning, Prioritization, and Time Management: Identifyingthe best methods for accomplishing long- and short-term goals bycreating plans and evaluating unit performance objectively.Organizing, coordinating, and prioritizing time and resources toimprove efficiency and overcome obstacles. Giving people theauthority, resources, and guidance to make decision and implementthem. Assigning work.

1 2 3 4 5

4. Problem Solving and Innovation: Analyzing problems in asystematic, logical, and timely manner. Identifying implementingeffective innovative solutions.

1 2 3 4 5

5. Initiative: Recognizing and embracing opportunities forimprovement in the services of unit and hospital goals.6. Business & Financial Savvy: Applying key financial concepts to decision making. Understanding how to strengthen the unit throughgood financial planning and implementation.

1 2 3 4 5

7. Actively Listening: Listening carefully to others. Activelysoliciting input from others.

1 2 3 4 5

8. Communicating Clearly (verbal and written):Expressing ideasclearly and effectively. Responding to issues raised by others.Ensuring that people get the information they need to go their jobsand providing feedback that enhances performance. Coaching.Conducting employee meetings. Performance evaluation.

1 2 3 4 5

9. Identifying and Recruiting Top Talent: Selecting and hiring effective people for the unit staff. Identify and filling gaps in unitskills and knowledge. Effectively marketing unit job openings to attract highly skilled staff members to the unit or to project teams.

1 2 3 4 5


EXHIBIT B

10. Developing and Retaining Talent: Assisting people in developing their careers and ensuring the people are prepared toassume additional responsibility. Preventing voluntary departures bymaintaining a hands-on approach to developing people. Identifyingtraining and education needs and assuring the provision of learningopportunities for people.

1 2 3 4 5

11. Showing Support: Being considerate, patient and helpful;showing sympathy and support when someone is upset or anxious, orpresents a personal or work-related problem.

1 2 3 4 5

12. Teamwork: Encouraging cooperation, teamwork, andidentification with the unit.

1 2 3 4 5

13. Conflict Prevention and Management: Facilitating theconstructive resolution of conflict. Handling employee complaintsand grievances.

1 2 3 4 5

14. Motivating Others: Using techniques that appeal to reason,values, or emotions to generate enthusiasm for work, commitment totask objectives, and compliance with requests. Counseling on attendance, performance and work habits.

1 2 3 4 5

15. Managing with Vision and Purpose: Leading the process ofdeveloping a challenging and realistic vision ensuring that the vision reflects institutional and individual values and ideas, and establishingspecific goals to help people connect the vision to the necessary actions and long terms strategies. Managing change. Takingdisciplinary action.

1 2 3 4 5

Exhibit C

Forces of Magnetism in Nursing Leadership



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Forces of Magnetism in Nursing Leadership, Leadership Development Plan



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Exhibit E

Organizational Status Assessment for Succession Planning

Source: Patrick R. Coonan, EdD, RN, CNAA. Reprinted with permission.


EXHIBIT E

Organizational Status Assessment for Succession Planning

1. In your opinion, how well is this organization presently conducting succession planning?

Successfully adequately inadequately very poorly

Comments:

2. Should this organization establish/improve its approaches to succession planning?

Yes No

Explain:

3. In your department, are you able to identify possible replacement needs resulting from retirement or

predicted turnover?

Yes No

Comments

4. Is your performance appraisal system systematic so that you can clarify each individual's

performance?

Yes No

Comments

5. Do you have a systematic approach to identify employees who have the potential to advance in your

organization?

Yes No

Comments:

6. Do you have a system where you can accelerate the professional development of employees who

have the potential to advance in your organization?

Yes No

Comments:

7. Do you have a system to keep track of possible replacement people for key positions in the

organization?

Yes No

Comments:

Exhibit F

How to Classify Individuals by Performance and Potential

Source: Patrick R. Coonan, EdD, RN, CNAA. Reprinted with permission.


EXHIBIT F

HOW TO CLASSIFY INDIVIDUALS BY PERFORMANCE AND

POTENTIAL

PERFORMANCE/POTENTIAL GRID

Future Potential

High Low

High

Present

Performance

Low

(Source: George S. Odiorne, Strategic Management of Human resources: A Portfolio Approach (San Francisco:

Jossey-Bass, 1984) p. 305)

Stars

• Keep Turnover Low

• Accelerate their

development

Workhorses

• Keep turnover low

• Keep them motivated and

productive where they are

Unsure?

• Convert them to stars

• Counsel them to

accelerate their

potential

Deadwood

• Convert them to workhorses

• Terminate them if they cannot

grow or be salvaged

Exhibit G

Acronym List

Source: HCPro, Inc. Reprinted with permission.


EXHIBIT G

Nursing and Case Management Acronyms

ANA American Nurses Association

ANCC American Nurses Credentialing Center

AONE American Organization of Nurse Executives

APN Advanced practice nurse

BSN Bachelor of science in nursing

CNA Certified nursing assistant

CEO Chief executive officer

CFO Chief financial officer

CMS Centers for Medicare & Medicaid Services

CNO/CNE Chief nursing officer/ chief nursing executive

CNS Clinical nurse specialist

CT scan Computed tomography scan

DRG Diagnosis-related group

ED Emergency department

ER Emergency room

FTE Full time equivalent

ICU Intensive care unit

IV Intravenous

JCAHO Joint Commission on Accreditation of Healthcare Organizations

LOS Length of stay

LPN Licensed practice nurse

MRI Magnetic resonance imaging

NICU Neonatal intensive care unit

OR Operating room

PCA Patient-controlled analgesia

RN Registered nurse

Resources

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HCPro sites

HCPro: www.hcpro.comHCPro's mission is to meet the specialized information, advisory, and education needs of the healthcareindustry and to learn from and respond to our customers with services that meet or exceed the quality thatthey expect. Visit HCPro's Web site at www.hcpro.com to take advantage of our new Internet resources.

At www.hcpro.com, you will find the following:• The latest news, advice, and how-to information in the world of healthcare• Free e-mail newsletters covering everything from survey preparation and The Joint Commission stan-

dards to healthcare credentialing and health information management • Your healthcare questions, answered by HCPro's experts• Weekly tips on how to perform your job at your best• In-depth, how-to stories in our premium newsletters, including Briefings on The Joint Commission,

Medical Staff Briefing, and the Credentialing Resource Center (paid subscriptions or pay-per-viewrequired to read premium newsletter content)

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• All of the information and resources that you need on the following topics:– Accreditation– Case management– Corporate compliance– Credentialing/privileging

Speaker ResourcesPatrick R. Coonan, EdD, RN, CNAADean and ProfessorAdelphi University1 South Avenue, PO Box 701Garden City, NY 11530Phone: 516/877-4511E-mail: [email protected]

Rebecca A.D. Zechman, MSN, RNAdministrative Director of Clinical PracticeProMedica Health System1801 Richards RoadToledo, OH 43607Phone: 419/291-5709E-mail: [email protected]


RESOURCES

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Dial-In Instructions

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