TL6 The CNO advocates for organizational support of ongoing leadership development for all nurses, with a focus on mentoring and succession planning.
Provide one example, with supporting evidence, of each of the following activities:
Mentoring or succession planning activities for clinical nurses
AND
Mentoring or succession planning activities for nurse managers
AND
Mentoring or succession planning activities for nurse leaders (exclusive of nurse managers)
AND
Mentoring or succession planning activities for the chief nursing officer
Example 1 – Mentoring Activities for Clinical Nurses
NAME OF INITIATIVE
Developing and Supporting the Mentor Role as part of the RN Residency
BACKGROUND AND PURPOSE
The RN Residency is a comprehensive education and training system designed specifically to transition newly graduated registered nurses from students to safe, competent, professional practitioners. The mentor component pairs the new graduate with an experienced nurse who can help smooth the transition from new graduate to nursing professional. A mentor supports the career development of the RN resident and sponsors him or her into the profession of nursing. During the first 18 weeks of practice, residents participate in four mentor circle sessions, with facilitators introducing them to topics related to professional development, such as certification, academic matriculation, and various career tracks (i.e. management, education, clinical). After the residency, the mentoring relationship’s goal is to help the novice RN identify key professional development goals and create a plan for achieving those goals. The relationship between the mentor and the RN resident is confidential and safe, thus allowing the RN resident to feel comfortable in disclosing concerns to the mentor. Homestead Hospital provides training sessions for RN Residency mentors as well as the tools that facilitate the development of the mentor/RN resident relationship.
METHODS AND APPROACH
Mentor Educational Program
The Clinical Learning department has been providing workshops on effective mentoring geared to experienced nursing staff since the RN Residency was initiated in 2007. The most recent version from 2013 is entitled “Mentor Training for Health Care Professionals”. The purpose of this activity is to support, retain, and enhance the practice of novice nurses by providing education and training on the art of expert mentoring to the experienced nurse who is both willing and able to provide it. Ultimately, the goal is to increase the pool of experienced nurse mentors who can competently and professionally mentor the nursing staff. Homestead Hospital had 14 nurses between 2012 and 2013 complete a mentoring training workshop. The nurses were from different clinical departments such as intensive care, emergency, and medical/ surgical – telemetry.
The workshop objectives were as follows:
- Summarize the results and implications of a mentor learning needs assessment.
- Recognize the importance of an effective Mentor/Mentee relationship and its effect on character, confidence, and self-esteem.
- Outline the role mentors play as teacher, coach, advocate and counselor.
- Describe the key communication skills for successful mentoring.
- Examine how committed mentors improve outcomes.
- Define criteria for commitment to a formal mentoring relationship.
CNO Advocacy
Chief Nursing Officer and Vice President Gail Gordon, RN is a member of the Patient Care Leadership Council (PCLC) composed of CNOs from across the system. One of PCLC’s strategic goals under the People pillar is to decrease new graduate nurse turnover rate below 9%. Cognizant that the mentoring component of the Versant Residency program is an important tactic towards achieving this goal, Gordon supports the mentoring process by engaging her nursing leaders and advocating for it in her nursing leadership meetings. (TL6 01 Nurse Leadership Meeting Minutes 4/18/14). Gordon participates in the new Versants’ orientation by welcoming the novice nurses and providing an overview of Homestead Hospital’s professional nursing practice. (TL6 02 Versant Orientation Agenda) Gordon is a strong proponent and advocate for direct patient care nurses to attend the Annual Versant Client Conference through grant approvals. (TL6 03 Travel/Education Grant Requests) She also promotes participation of the mentor role and workshops directly to nurses through one-on-one conversations and e-mails. (TL6 04 Gordon’s Email to Nurses with Mentor workshop attendance)
PARTICIPANTS
Name/ Credentials |
Title |
Department |
Role |
Gail Gordon, MSN, RN, NEA-BC |
CNO and Vice President |
Nursing Administration |
Welcoming of all Versant nurses at Homestead Hospital and provides an overview of the nursing care model/team, NDNQI, Magnet journey, shared governance process, professional advancement program, and nursing theorist and theory; updates nurse leaders on Versant candidates; mentors; and approves grant requests for Versant Conference. |
Diane Carol Kramer, BSN, RN-BC; Masters Certificate in Clinical Nursing Education; certified as a Nursing Professional Development Specialist |
Clinical Learning Educator |
Clinical Learning |
Serves as subject matter expert and oversees the mentoring component in the RN Residency; developed and presented a formalized mentoring program; responsible for system wide Nursing Orientation, the Collaborative Support Model Process of on boarding new and experienced nurses |
Kayce Tugg, MSN, RN-BC, AOCN |
Clinical Learning Educator |
Multi-specialty Practice |
Leads the Professional Nurse Advancement workshops; serves as mentor/coach in fostering engagement of nurses in professional development across BHSF with focus on time management, developing nurses’ professional communication, and nurse advocacy |
Regina Russell, MSN, RN, |
Clinical Learning Educator |
Clinical Learning |
Coordinates residency and mentor program in Homestead Hospital |
RN Mentors |
|
Varied |
Provide support and guidance to RN residents |
In addition to serving as a mentor and advocate for the Versant program, Gordon also supports and mentors individuals interested in nursing as a career. Gordon became a mentor to a potential nurse candidate who had many questions regarding nursing. Through her mentoring and guidance, this individual not only entered into a nursing program, he was also successful in graduating from the program and passing his nursing board examination. The newly registered nurse is now a part of the Baptist Health Versant program at one of our sister facilities (West Kendall Baptist Hospital) and contributes part of his successful journey through nursing school to Gordon’s mentoring. (TL6 05 Clinical Nurse Mentee Letter)
OUTCOMES
Program Evaluation
Satisfaction surveys collected at the end of each workshop have reflected how their educational needs were met, the effectiveness of the teaching strategies, and the learning environment. Instructor effectiveness was consistently rated at 100% above average. In addition, when asked the following question, responses were overwhelmingly positive.
As a result of this activity, what do you intend to do differently?
Listen without thinking about my response. Be more eager to give personal phone number and set limits.
Versant RN Residencies Evaluations and Outcomes Report
The January 2013 cohort of Homestead Hospital RN residents responded to a post-residency survey by rating the mentoring circles as valuable. Most also agreed that mentoring helped in the transition from new graduate to professional nurse and guide professional role development.
Exhibit TL6a: Questions Re: Mentoring in the Post-Residency Survey (January 2013 Cohort)
Source: VERSANT RN RESIDENCIES EVALUATIONS and OUTCOMES REPORT APPENDIX Homestead Hospital, Baptist Health South Florida Report as of August 2013 (Cohort Beginning January 2013)
Summary of Attachments/Hyperlinks/Evidences
TL6 01 Nurse Leadership Meeting Minutes 4/18/14
TL6 02 Versant Orientation Agenda
TL6 03 Travel/Education Grant Requests
TL6 04 Gordon’s Email to Nurses with Mentor workshop attendance
TL6 05 Clinical Nurse Mentee Letter
Exhibit TL6a: Questions Re: Mentoring in the Post-Residency Survey (January 2013 Cohort)
Example 2 – Succession Planning Activities for Nurse Managers
NAME OF INITIATIVE
Baptist Health Leadership Experience (BHLE)
BACKGROUND AND PURPOSE
Succession planning for leadership positions is a system-wide key component for identifying, educating, training, mentoring, and maintaining future leaders at Baptist Health South Florida (BHSF). BHSF incorporated succession planning into its strategic plan to ensure leadership continuity and seamless transition of leaders into key positions through coaching and mentoring. The American Organization of Nurse Executives (AONE) describes succession planning as specific activities that includes intermittent organizational assessments, creation of an action plan, and a process to identify employees with leadership potential (2005).
BHLE Program Inception
BHSF senior management identified the need to link business strategy to talent management. According to Brian Keeley, system-wide President and Chief Executive Officer (CEO), “Our goal is to be the leading hospital system in South Florida and among the top in the nation.” In order to meet Keeley’s goal, senior leaders along with the Human Resources (HR) department developed BHLE in January 2009 to assess “high potential” leaders and develop, mentor, and coach them through a talent management approach. The program’s first cohort involved the assessment of all leaders from the director level up to the system-level C-suite leaders while the second cohort was targeted to the succession planning at the manager level. The program’s guiding principles were:
- The system will provide the needed tools, resources, and support; however, leaders are accountable for their own development.
- Senior leaders would have ownership of placement, retention, and advancement of their talent.
- BHSF invests differently in the development of leaders.
- The goals of the individual would directly correlate with the business strategy of the organization.
- Leaders will take on the roles as mentors, coaches, and teachers to benefit the development of self and others.
Purpose
The goal of the BHLE was to:
- Identify leaders who are able to enter into planned and unplanned vacant positions at the organization’s highest levels.
- Establish a culture that is focused on individual’s learning and development.
- Create a common process for talent identification and development throughout BHSF.
- Utilize human resources efficiently through development and assessment of high potential leaders.
- Identify the shortages / surpluses of key role candidate leaders to allow the organization to take immediate action.
Gordon’s goal was to develop her nurse managers through inclusion in a talent management and succession planning program.
METHODS AND APPROACH
The first step was the development of a Talent Management Advisory Council (TMAC). The council was formed in January 2012 to:
- Ensure that BHSF continues to capitalize on their internal leadership talents to meet their business demands.
- Link strategy with the organizational needs and priorities.
- Enhance BHSF talent management and development programs and initiatives.
- Assess the strategic impact of effective talent management.
The council consisted of C-Suite leaders, including a CNO colleague of Gordon, throughout the system. The TMAC selected external project facilitators, the Curtiss Group, after receiving 3 proposals from vendors describing how they would develop this high potential group of leaders.
Selection Process and CNO Advocacy
Direct leaders and the next levels of leadership assessed the performance and development of potential managers across the system using BHSF’s 10 core leadership competencies (TL6 06 BHSF’s 10 Core Leadership Competencies Rating Tool). Each entity was allotted a specific number of managers they could send to the BHLE program. In April 2013, Gordon, with the rest of Homestead Hospital’s senior leaders, assessed their incumbents to identify those who have exhibited the potential and the desire to assume expanded roles or greater responsibilities. Gordon evaluated nurse leaders at the manager level who wanted to enhance their critical thinking and project management skills. She wanted this experience as a way to challenge and retain those leaders. The assessment involved looking at the individual leader’s performance evaluation, leadership competencies, stretch assignments, professional behavior, engagement, attitude, years of experience, and education level (TL6 07 Talent Management Process).
Due to the limited number of slots each senior leader was allotted, they were challenged to illustrate how their respective leaders would be the best candidate for this prestigious program. Gordon lobbied for the prospective leader(s) by demonstrating their qualification and potential for succession. The process involved Gordon reporting on the individuals’ “readiness” based on their overall performance and potential. From the CNO report and input from other senior leaders at the meeting, the nominees were prioritized based on their placement in the 9-box talent grid. The grid is considered by HR as a confidential document and therefore a completed form showing individuals assigned to the grid could not be shared.
Once the final candidates were selected; HR forwarded the names to the TMAC group. The TMAC reviewed the information sent on the candidate(s) and made the final decision. Gordon was successful in advocating for one of her nurse leaders, MS5 Patient Care Manager Hector Aleman, RN to be included in the second BHLE cohort. Leaders identified for BHLE were grouped as “strategic talent” for purposes of the succession planning process. The individuals were matched to high priority positions and identified as “ready now,” “ready with development,” or “ready long term.” Forty-four system leaders from the managerial level participated in the 9-month BHLE October 2013 cohort. Prior to the program start date in September 2013, Gordon had already attended a participant leader’s orientation twice (in May 2012 and September 2013) to learn how to best mentor and coach her leader chosen for the BHLE program .(TL6 08 Participants’ Leaders Orientation & Thank You Email) The BHLE participants were assigned group projects to work on resolving actual and complex business issues impacting organizational strategic priorities; to gain visibility through networking; create relationships across the system; increase exposure at the executive level; as well as enhance key leadership competencies. The BHLE projects involved the development of new business lines or different approaches to the execution of current services. Gordon supported Aleman’s participation in the BHLE meetings and time to dedicate to working on the project by freeing him up from attending some of the standing meetings in Homestead Hospital. He attended 10 monthly 8- hour training sessions (80 hours) along with an additional 1.5 to 2.0 hours weekly (to work on his team’s project) from November 2013 to June 2014. (TL6 09 Aleman’s Education Transcript Showing Attendance in BHLE)
PARTICIPANTS
The Homestead Hospital leadership team members involved in the BHLE selection process, mentoring and succession planning of leaders were:
Name/Credentials |
Years Work Experience / |
Title |
Department |
Gail Gordon, MSN, RN, NEA-BC |
45 years / |
CNO and Vice President |
Nursing Administration |
Bill Duquette, MPH, MT(ASCP) |
30 years / |
Chief Executive Officer |
Administration |
Erika Weisberg, MA, PHR |
15 years / |
Human |
Human Resources |
Corey Gold, MS, CRTT |
35 years / |
Support Services Vice President |
Administration |
Melissa Usma, MS, HRD, PHR |
8 years / |
Senior Leadership and Organizational Development Consultant |
Human Resources |
Kenneth Spell, MPH |
19 years / |
Professional Services Vice President |
Administration |
The Homestead Hospital Leaders included in the BHLE cohort were:
Name/Credentials |
Years Work Experience / |
Title |
Department |
Hector Aleman, MSN, RN |
17 years / |
Patient Care Manager 2 |
Medical Surgical Telemetry 5 |
Lizannette Rabelo-Fraticelli, MS, RD, LD/N |
23 years / |
Clinical Nutrition Manager |
Food Services |
OUTCOME(S)
The success of the BHLE program can be measured by the growth and advancement of BHSF internal leaders. Aleman completed the 2013 cohort along with his project “Improving System-Wide Hospital Consumer Assessment of Healthcare Providers and System [HCAHPS]”. In November 2014, he was promoted to Director of Medical-Surgical Services. (TL6 10 Aleman’s Promotion Email)
References
American Organization of Nurse Executives. AONE Nurse Executive Competencies. Nurse Leader. 2005; 3(1): 15-22. Z. Hernandez-Wolfe (personal communication, January 07, 2014)
Summary of Attachments/Hyperlinks
TL6 06 BHSF’s 10 Core Leadership Competencies Rating Tool
TL6 07 Talent Management Process
TL6 08 Participants’ Leaders Orientation & Thank You Email
TL6 09 Aleman’s Education Transcript Showing Attendance in BHLE
TL6 10 Aleman’s Promotion Email
Example 3 – Succession Planning Activities for Nurse Leaders
NAME OF INITIATIVE
Nurse Executive Academy (NEA)
BACKGROUND AND PURPOSE
Talent management was identified as a key strategy for BHSF in order to ensure the long term stability and financial strength of the organization as well as a way to create opportunities for employees as leaders in a growing organization. This consisted of a concept that was termed “Grow your Own.” Leaders at BHSF are given the education and tools needed to develop their skills to meet the growing demand for competent leaders within the organization. For BHSF, it provides an engaged workforce that is familiar with the mission, vision, and values of the organization; improves the likelihood of success by attracting top talent; and is a cost-saving opportunity in recruitment. For employees, this concept provides professional growth and advancement through a variety of training opportunities in addition to continued engagement and productivity. Initially, the talent management process of identifying top talent was initiated with senior executives which later developed into a process for leaders at all levels.
As described above, talent is identified based on an assessment with the use of the Talent Assessment Form that included five key components: key position, performance, potential, readiness and risk. The 9-box talent grid provided an overall visual depiction based on performance and potential. HR would not release a completed grid to preserve confidentiality of employee records. Consequently, direct reports provided feedback on the talents assessed. This ensured consistency and calibration of ratings for all talent identified across the organization. Those who were identified with potential were provided with formal educational programs; customized individual development plans; and personal coaching to optimize their success in expanding their career. Organizational development consultants at each entity conducted an ongoing review of key metrics in order to monitor and track success.
NEA Inception
As discussion surrounding succession planning grew amongst the senior executives, the Patient Care Leadership Council (PCLC), consisting of CNOs across BHSF, identified an opportunity to address the specific need for succession planning among nurse executives. Nurse leaders were typically assigned to clinical areas with involvement in the solution of clinical problems directly related to their area of specialty and entity. They were not necessarily familiar with the process of implementing strategic or organizational projects. Through the collaboration of the Manager of Nursing Leadership Development and Nursing Workforce Initiatives Marlly Cadavid, RN, who served as project manager; BHSF Talent Management Expert Tom Land; and corporate HR, the NEA was developed in May 2011. BHSF CNO Debbie Mulvihill, RN, became the executive sponsor.
Purpose
The objective of the program was to mentor nurse leaders for a higher level of responsibility with the intent of having identified potential candidates for succession planning.
METHODS AND APPROACH
Selection Process and CNO Advocacy
Prior to, NEA start date, Gordon focused on identifying strategic talent to fill AVP or above positions, using the system-wide talent management process. The Talent Management process at Homestead Hospital is part of BHSF business strategy to develop and “grow our own” talent. In March 2011, Gordon incorporated career discussions, talent management assessments (TL6 11 Talent Evaluation) and later on, calibration sessions, (TL6 12 Calibration Discussion) as part of her nursing leadership succession plan. Gordon also conducted monthly face-to-face individual report card meetings with her leaders to review their goals.
Exhibit TL6b: Talent Management Process
Each CNO within BHSF selected potential executive nurse leaders to participate in the NEA based on the assessments above, their competencies (TL6 13 NEA Competency Assessment Completed by CNO), education and readiness to grow and develop. Gordon was actively involved in supporting the inclusion of nurse leaders at Homestead Hospital. She presented the concept to the senior executive team at Homestead Hospital who gave their approval. Chief Executive Officer Bill Duquette stated he would support their attendance at executive functions and board meetings. To identify potential candidates, Gordon then reviewed the 9-Box Talent Grid and selected 3 nurse leaders. Gordon identified Ana Cabrera, ARNP, and Ann Marie Allen, RN, who were patient care managers at that time, as “ready now” talents who aspired to assume AVP or CNO roles. She decided to put them through NEA with a plan of moving them into director positions once available. As the CNO for Homestead Hospital, she presented to the PCLC the information from talent reviews about her nurse leaders. All of the nurse leaders that she endorsed, 2 managers and 1 director, were accepted into the academy. In February of 2012, Gordon promoted Cabrera and Allen to directors of critical services and medical/surgical/pediatrics, respectively.
While the BHLE described in Example 2 above focused on all leaders across the system, NEA was directed specifically to nurse leaders. It provided both formal and informal avenues for nurse leaders to become exposed to organizational initiatives and engage key stakeholders throughout the system. It provided them the opportunity to expand their understanding of themselves as leaders and how to lead. The participants met the NEA objectives by embarking on activities and projects that impacted the entire organization; participating in a 360 degree feedback survey; undergoing multiple self- assessments; coaching; and one-on-one mentoring in order to strengthen leadership skills and gain insight into their own personal needs for growth and development. The first cohort began their year long journey in May of 2011. Along with didactic sessions, the participants also had hands-on experience in handling the “business side” of the organization. They were divided into groups and assigned to projects that were aligned with the strategic goals of the organization (e.g. BHSF Follow up Care Clinic, support for Mariner’s Hospital Pathway to Excellence, BHSF and Green Family Foundation Neighborhood HELP Project, and the BHSF Collaborative Staffing Council). Throughout the academy, nurse leaders presented updates on their projects and received feedback on their performance. The various groups presented their project proposals to the CEO and Board of Directors in their respective entities. By the conclusion of the academy, the participants had been provided with mentoring and networking opportunities to give them the skills needed to better navigate the organizational network. As a result, the nurse leaders from Homestead Hospital were invited to attend board meetings and strategic planning meetings, and participate in community needs assessment where they were able to meet board members, corporate senior executives, and other organizations that are affiliated with the hospital. Although the program formally ended in May 2012, the networking and mentoring process with the participants’ direct reports continued.
PARTICIPANTS
The Homestead Hospital leadership team member involved in the NEA selection process, mentoring and succession planning was:
Name/Credentials |
Years Specialty / Years Work Experience |
Title |
Department |
Gail Gordon, MSN, RN, NEA-BC |
45 years/ 22 years |
CNO and Vice President |
Nursing Administration |
Fifteen nurse leaders were identified throughout BHSF for the first NEA cohort. The Homestead Hospital nursing leaders included in the first NEA cohort were:
Name/Credentials |
Years Specialty / Years Work Experience |
Title |
Department |
Ann Marie Allen, PhDc, MS/HSA, MSN, RN, NEA-BC |
28 years / |
Director; Currently AVP |
Nursing Administration and Specialty Nursing Services |
Ana Cabrera, DNP, ACNP-BC, NEA-BC |
29 years/ 27 years |
Director; Currently AVP |
Critical Care Services |
Ingrid Hassani, MSN, NE-BC |
25 years/ 12 years |
Director |
Medical/Surgical/ Pediatrics |
Exhibit TL6c: NEA Graduates from the First NEA Cohort
OUTCOMES
The success of the NEA program was measured by the number of completed projects and BHSF internal leaders who were promoted. Nine out of 15 nursing leaders (60%) were promoted – 4 during the first year after program completion, 2 from Homestead Hospital, and 5 over the course of the next 2 years as follows:
- Two Managers from Homestead Hospital have been promoted because of the CNO succession planning activities:
- Ann Marie Allen, RN: Director in February 2012, then promoted to AVP in September 2014
- Ana Cabrera, ARNP: Director in February 2012, then promoted to AVP in September 2014
(TL6 14 Department of Nursing Services Organizational Chart 2009, 2012 and 2014)
Furthermore, at the NEA completion, the graduates completed the following projects:
- Opening of ARNP managed transition clinic called BHSF Follow Up Care Clinic (Allen and Cabrera’s project) (TL6 15 BHSF Follow up Care Clinic Project Update)
- Reclassification of the clinical educator job description
- Completion of Phase 1 Community needs assessment for South Miami Neighborhood HELP Project
- Submission of written application for Mariners Hospital Pathway to Excellence
- Implementation of outpatient oncology services at Mariners Hospital
- Completion of Phase 1 BHSF Collaborative Staffing Council
Summary Attachments/Hyperlinks/Evidences
TL6 11 Talent Evaluation
TL6 12 Calibration Discussion
TL6 13 NEA Competency Assessment Completed by CNO
TL6 14 Department of Nursing Services Organizational Chart 2009, 2012 and 2014
TL6 15 BHSF Follow up Care Clinic Project Update)
Exhibit TL6b: Talent Management Process
Exhibit TL6c: NEA Graduates from the First NEA Cohort
Example 4 – Succession Planning Activities for Chief Nursing Officer Role
NAME OF INITIATIVE
Talent Management
BACKGROUND AND PURPOSE
The Talent Management process at Baptist Health and Homestead Hospital is part of the business strategy to develop and “grow our own” talent to meet the current and future business needs of the organization. The figure below demonstrates how Chief Nursing Officer (CNO) and Vice President Gail Gordon, RN connects leadership quality to business priorities and strategies.
Exhibit TL6d: Talent Management and Business Strategy
Purpose
The purpose of the Talent Management (TM) process is to assist, the CNO, in:
- Identifying individuals who can assume planned and unplanned vacant positions and lead at the highest levels of the organization.
- Creating a culture of continuous learning focused on individual development.
- Focusing specialized development on the highest potentials to ensure resources are optimally utilized.
Beginning in 2009, the Talent Management Process focused on identifying strategic talent to fill AVP or above positions. Currently, BHSF and Homestead Hospital have implemented the talent management process down to the Director and Manager level. To identify strategic talent, Gordon assesses leaders using the same process described above in Exhibit TL6b
After calibration sessions are completed, a strategic talent pool is identified and become part of BHSF system-wide succession plan. This strategic pool participates in the Baptist Health Leadership Experience (BHLE), a structured development process (discussed in TL6 Example 2), and the Nurse Executive Academy (NEA) – geared towards nursing (discussed in TL6 Example 3) to not only prepare them for future roles, but to also increase the leader effectiveness in their existing roles. Because promotional opportunities are not guaranteed, the key to developing strategic talent is to keep them engaged, properly stretched and motivated in their current position while preparing for the possibility of movement to the next level. Gordon ensures her CNO successors are able to network with key leaders and strategic planners through their exposure and access by having them being:
- Invited to Monthly Board Members meeting (Allen and Cabrera) – 2011-2014
- Invited to Annual Strategic Planning meeting (Allen and Cabrera) - 2011-2014
- Participants in Gossman Leadership Program (Cabrera) – 2009
- Participants in NEA (Allen and Cabrera) -2011
- Participants in BHLE (Allen) - 2012
METHODS AND APPROACH
CNO Advocacy
Gordon’s leadership succession development objective was driven from the Core Competency models for Assistant Vice President (TL6 16 AVP Core Competency Model), Director, and Manager Levels, with modules on teamwork, change management, presentations skills and self-awareness. She held development conversations with her nurse leaders to discuss their career aspirations; receive their feedback on the competencies identified for development; and implement the individual developmental plan (IDP) (TL6 17 AVP Talent Management Career Discussion Form). Based on Gordon’s career discussions and coaching of her nurse leaders, 2 were noted to be high potential for CNO succession and consequently she promoted them to AVPs in September 2014 (TL6 18 Leadership Meeting Minutes 9/19/14). Gordon supported her new AVPs during the onboarding process by identifying resources that were beneficial to their growth. For example, both AVPs attend BHSF system senior management group (SMG) meetings (AVPs, VPs, C-Suite leaders) and HH Board meetings to expose them to the business aspect of leadership and networking. Gordon followed through with the onboarding plan and consistently followed up with her AVPs through monthly report card meetings. (TL6 19 Monthly Report Card Meeting Agenda and IDP Discussion)
PARTICIPANTS
Name/Credentials |
Years Specialty / Years Work Experience |
Title |
Department |
Gail Gordon, MSN, RN, NEA-BC |
22 years / 45 years |
CNO and Vice President |
Nursing Administration |
Ann Marie Allen, MS/HSA, MSN, PhDc, RN, NEA-BC |
14 years / 28 years |
AVP Nursing |
Medical Surgical-Telemetry, Infection Control and Specialty Nursing Services |
Ana Cabrera, DNP, ACNP-BC, NEA-BC |
27 years / 29 years |
AVP ICU/PCU, Perinatal, ED, and Surgery |
Critical Care Services |
Aleister Avila, MS, MBA, SPHR |
7 Years / 13 Years |
Organizational Development Consultant |
Human Resources |
OUTCOMES
Gordon has established a leadership pipeline within her organization that will have successors for key nursing leadership positions, including CNO. In 2009, Gordon had 2-directors and 6 nurse managers for Homestead Hospital’s 142 beds. Based on her coaching, mentoring, and advocating for her nurse leaders to be a part of the talent management process, Gordon in 2014 has 2 AVPs, 5 directors, and 10 managers for Homestead Hospital’s 142 beds and its added clinical services. (TL6 20 Nursing Organizational Charts 2009 & 2014)
In summary, the CNO succession plan and activities Gordon has utilized (NEA, BHLE, & TM) has had a significant impact in developing her nurse leaders with the following outcomes:
- Leadership Continuity and Succession Planning – Measure: Net Succession Coverage- 100% of her AVPs has been identified as CNO successors. In 2009, when Gordon started the TM review process, Gordon did not have any AVP’s reporting to her to identify as successors. Through her vision, coaching and advocating from 2009 to 2014 for her nurse leaders’ development, she now has 2 AVPs (namely: Ann Marie Allen, RN and Ana Cabrera, ARNP) as potential CNO successors.
- Promotions – More than 80% of Gordon’s promotions come from within - at the Manager’s level (90%), Director’s level (80%) and AVP level (100%).
- Retention – Nursing director and above turnover rate for the past 5 years has been 0% for leaders who were promoted internally.
Summary Attachments/Hyperlinks/Evidences
TL6 16 AVP Core Competency Model
TL6 17 AVP Talent Management Career Discussion Form
TL6 18 Leadership Meeting Minutes 9/19/14
TL6 19 Monthly Report Card Meeting Agenda and IDP Discussion
TL6 20 Nursing Organizational Charts 2009 & 2014
Exhibit TL6d: Talent Management and Business Strategy