2016 HUMAN CAPITAL INVESTMENT CONFERENCE RITZ-CARLTON CHICAGO | NOVEMBER 15-16, 2016

IMPLEMENTING COACHING TO BUILD BETTER LEADERS

Joseph Moscola Senior Vice President & Chief People Officer, Northwell Health

Cultivating Talent- Value Creation Through Effective Succession Planning Joseph Moscola, PA SVP, Chief People Officer November 16, 2016

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Understanding the Organizations Needs:

70% of our executive leaders are in the last 5 years of their career

Our Burning Platform…

• Ensure fluidity in the leadership pipeline, particularly at the senior level

• Enable front line leaders to be better leaders of people, emboldened, impassioned and building followership

• Cultivate collaboration and trust between clinicians and administrators

Attract, develop, retain and promote the right people

Succession Matters, Strengthen Your Leadership Pipeline to Shape Future Business Strategy, Korn Ferry

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Business Needs and Critical Roles

“Coaching for Change”

• Fear of Loss of Control

• Unconscious Bias

Complete Talent Assessments

Identify “2 Deep” Successors & Talent Pools

• Consider Stretch Assignments

Include the Leader!!!

• Individual Plan Development

Pass the Baton

• Coach, Mentor, Experience

• Learning

Establishing a Process

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What is a Talent Assessment?

A process and set of tools that enable leaders to:

• Build a foundation for managing and growing talent within their business and across the organization

• Evaluate people on two dimensions-performance and potential

• Create a forum leaving leaders with an actionable plan on development, advancement, recognition and performance improvement

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9 Box Talent Assessment

More was expected ExpectedFar beyond what was

expected

Ha

s p

ote

nti

al

to d

o m

ore

an

d

gro

w

Potential Gem. May be

mismatched in position or

for skills

Rising Star: Invest In

functional Skill Building,

Time, Visibility, Mentorship

Stars: Ready, Willing and

Able to do more today

Wil

l o

r S

kil

l g

ap

Inconsistent Performer

Solid Performer: consider

development activities,

consider retention and

motivation

Agile High Performer.

Invest in Leadership

Development, Mentorship,

Visibility. Reward Goal

Achievement

Lim

ite

d

Po

ten

tia

l

Mismatch to Position or

OrganizationSuitably Placed Subject Matter Expert

Current Performance in RoleLe

ad

ers

hip

Po

ten

tia

l

7

Ability to View Your Leadership Team At a Glance

Carol Walsh Daisy Miller William Brown

Susan Montgomery Pauline Gooding

Pauline Young Becky Sharp

Diana Wynne Joe Gargery

Philip Marlowe

Judith Kerr

Sam Ford

Joanne Harris

Daniel Deronda Lynn Truss Kevin Smith

Michael Donaldson

Individual Performance in Current Role

More was expected (3) Expected (2) Far Beyond what was Expected (1)

Po

ten

tia

l to

do

mo

re

(Lead

ers

hip

, S

co

pe,

Fu

ncti

on

)

Has

Potential

to do

more and

grow (1)

Potential Gem: Position, sk ills,

leader?

Rising Star : Leadership Development, Mentorship, Visibility. Reward

Goal Achievement

Stars: Ready, Willing and Able to do

more today

Will or

Skill Gap

(2)

Inconsistent Performer: to improve

sk ills and/or motivation

Solid Performer: consider development activities, consider retention

and motivation

Agile High Performer : Sk ill Building,

Time, Visibility, Mentorship

Limited

Potential

(3)

Mismatch Suitably Placed Subject Matter Expert

8

The Value of Leadership Development

• We are able to look at where we are investing in our talent

• Example: Currently, we are investing the majority of funds into the “Solid Performers”

9

“2 Deep” Planning

Carol Walsh Daisy Miller William Brown

Susan Montgomery Pauline Gooding

Pauline Young Becky Sharp

Diana Wynne Joe Gargery

Philip Marlowe

Judith Kerr

Sam Ford

Joanne Harris

Daniel Deronda Lynn Truss Kevin Smith

Michael Donaldson

Individual Performance in Current Role

More was expected (3) Expected (2) Far Beyond what was Expected (1)

Po

ten

tia

l to

do

mo

re

(Lead

ers

hip

, S

co

pe,

Fu

ncti

on

)

Has

Potential

to do

more and

grow (1)

Potential Gem: Position, sk ills,

leader?

Rising Star : Leadership Development, Mentorship, Visibility. Reward

Goal Achievement

Stars: Ready, Willing and Able to do

more today

Will or

Skill Gap

(2)

Inconsistent Performer: to improve

sk ills and/or motivation

Solid Performer: consider development activities, consider retention

and motivation

Agile High Performer : Sk ill Building,

Time, Visibility, Mentorship

Limited

Potential

(3)

Mismatch Suitably Placed Subject Matter Expert

ED/AED Level Site Executive

Director

Deputy Executive

Director

Chief Nursing

Officer

Incumbent

Candidate #1

Candidate #2

Incumbent

Candidate #1

Candidate #2

PL/SY

SS

Facility Candidate

• Leaders identified as “top talent” during Talent Assessment are plotted on the “2 deep” maps

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Sponsor

11

Mentor

Coach

Maximizing Potential

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Developing the Plan

Provide targeted development for identified top talent through IDPs

• Leadership development roadmaps and programs

• High Potential Programs

• Executive Rotational Programs

Executive Coaching

• Assess strengths and opportunities for executives via a 360 degree assessment

• Assign certified external coaches to foster development

• Leverage internal certified coaches based on plan

• Leverage our Organizational Senior Executive Coach, a new senior leadership role in the Health System, to identify opportunities to enhance leadership performance through focused mentoring and executive coaching

12

13

Executive Coaching at Northwell

Typical coaching engagements include: • 3-6 month engagement

• Opportunity for participants to interview 2-3 coaches (for fit) before making

selection

• Combination of in-person and remote sessions, 1-2x/month

• 360 assessment, with additional assessment as requested (Hogan, MBTI, etc.)

• Initial meeting to set targets/goals with participant/coach/manager, and closing meeting to assess progress

The Health systems work with various external vendors that serve at executive coaching Partners (Korn Ferry, Lee Hecht Harrison & Aiir)

Thank You