Priming The Leadership Pipeline…

Canadian Health Workforce Conference

Health Workforce Leadership Concurrent Session - October 5, 2016

Quick Overview

1. Background & Context

2. OHA Leadership Resources

3. Basic Leadership Assessment Steps & Top

Assessment Tools

4. Hospital Case Studies

5. Lessons Learned & Future Directions

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Introduction & Context

• OHA’s Provincial Health Human Resources

2013-2016 Work Plan – Developed through

member and stakeholder consultations

• Identified need to provide members with

research and leading practices for

assessment and selection tools to build

leadership capacity for next generation of

high potentials

• In 2014/15, OHA undertook research to

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develop a framework and guidance document for healthcare

organizations that identifies leadership assessment tools,

practices and thinking within and outside of healthcare

Aging Workforce

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Leadership Assessment Framework

Four Basic Steps:

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Define what leadership means to your organization

Develop a job description profile for the leadership position in question

Select & implement the use of assessment tools

Perform reference checks & background evaluations

Top Assessment Tools

Assessment Tools of Most Interest to Hospitals*:

1. Leadership Self Assessments

2. Culture Fit Reviews and Values Inventories

3. Talent Review Sessions and Recommendations (High

Potentials)

4. Leadership Style Inventories

5. Competency-Based Assessments

(*Based on 2016 OHA Leadership Assessment Tools Survey)

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Leadership Self Assessments

• Provide insights to a leadership candidate on his/her own

individual strengths, and areas for development

• Shed light on how the individual views his/her own

leadership capabilities

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Culture Fit Reviews and Values Inventories

• Identify an individual’s values that closely match the

values of the organization and fit within cultural norms

• Evaluate fit between a person’s identity and organizational

culture

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Talent Review Sessions and Recommendations

(High Potentials)

• Identifies leaders for now and in the future

• Ongoing assessment where dedicated time is set aside

multiple times per year to discuss and identify

replacement and succession talent

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Case Study: The Ottawa Hospital

• Leader Evaluation Manager

• Hybrid Approach (metrics and competencies)

• Talent Reviews (assess potential and performance)

• Develop action plans based on assessment

• Targeted 360s and psychometric testing

• Next Steps: Succession Planning/Individual Learning Plans

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Leadership Style Inventories

• Assists in understanding leadership from the point of view

of those being led

• Used to assist leaders in making choices in leadership

behaviour and development

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Competency-Based Assessments

• Widely used

• Ongoing process of continually building knowledge and

skill and assessing it through job situations

• Customizable based on organization’s needs and

requirements of specific roles

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Case Study: Sault Area Hospital

• Branded as “Best Leadership Program”

• Customized approach

• Best Leadership Standard Work including 360s for all levels of leadership and

subsequent individual development planning

• Role profiles reviewed annually

• Formal succession planning

• 360s – Identify competency gaps & target training

• “Emerging Leadership Program” – 2 year pilot

• Quarterly 2 day Leadership Development Institutes

• New leader orientation process

• Successful and sustainable

• Exciting Next Steps

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Case Study: Children’s Hospital of Eastern Ontario

• OHA/Hay Group competency model

• Customized competencies

• LEAN methodology and LEADs framework

• LEADs in A Caring Environment

• Self-Assessment tool

• CCHL’s 360 degree feedback for senior and mid-level leaders

• Very satisfied with tool despite some limitations

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Lessons Learned & Future Directions

• Biggest barriers – Time, resources, budget

• Assess individual leaders and overall leadership effectiveness (at

institutional level)

• Most widely used – Competency-Based assessments and 360s

• Combinations of formal and informal approaches are effective

• Right approach/tool depends on organization’s needs and outcomes

• Partnerships among organizations and adapting existing models can

be helpful

• Future trends – System-wide talent selection?

Leadership turnover?

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OHA Leadership Resources

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Thank-You

Questions?

OHA Contacts:

Maggie Fung

Manager, Provincial Health HR

mfung@oha.com

Andreanna Grabham

Senior Research Analyst

agrabham@oha.com

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