Strategy for Departmental Innovation

Recruiting and retaining top talent

R. Kevin GrigsbyAAMC Senior Director

December 3, 2010

Objectives• Understand the rationale for investing in the early identification and development of top talent

• Realize the needs and benefits of succession planning as a vehicle for cultural change, individual change, and servant leadership

• Become skilled in giving meaningful feedback to develop top talent and facilitate the successful transition into senior leadership roles

Every hire is an investment . . .• Adequate due diligence before hiring

• Don’t make commitments you cannot keep

• Diversity your portfolio

• Protect your investments!

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Search committees• Searching and screening are the primary

responsibilities of search committees• Search committees should not be asked to

select candidates• Search committees should not be asked to

negotiate with candidates• Search committees should actively search

• Passive approach is not effective

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Search committee chairsSearch committee chair is one of the most important leadership roles in the AMC• Excellent leadership skills

Values based with high integrity Communication skills are imperative

• Organized; understands importance of process• High degree of emotional intelligence

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Two major tasks of the executive

1. Charging the committee• Description of need• Responsibilities of the search committee• Breadth of the search• Timeline

2. Selecting and negotiating with finalists

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Search firms?Exception rather than the rule• 26% clinical department chairs• 4% basic science chairs• 6% center/institute directors

Pros are many . . .• Reduces typical search by 3 months

Cons are many . . .• Adds expense

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Internal search coordinationCreating concierge level service is the goal

Increases efficiency

Makes a much better impression on candidates• Candidates are interviewing you and your

campus• Delivers the message that the candidate is

appreciated

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Internal search coordinationCreating concierge level service is the goal

Increases efficiency

Makes a much better impression on candidates• Candidates are interviewing you and your

campus• Delivers the message that the candidate is

appreciated

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Candidate attributes• Orientation toward the future• Values aligned with those of the organization.• Ability to collaborate and work as a team

member.• Some degree of business savvy and/or

entrepreneurial spirit.• Good understanding of clinical and translational

research.

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Avoiding bias in the process• Unconscious bias is well-documented

• Bias training should be mandatory for ALLsearch committee members

• Search committee chairs should be accountable for presenting a diverse slate Demonstrate promising practices in

screening and interviewing

Executives must be vigilant May insist that the committee expand the

pool

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Evaluating candidatesScreening• CV alone is insufficient• Cover letters should address the call for

applications and nominations• Leadership/management summaries are of

value

Visits

Interviews

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Recruitment practicesClear understanding of commitments and expectations by both parties• Candidates are interviewing YOU• Repeatedly ask yourself and the search

committee members: Is this how I/you would want to be treated as a candidate?

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Developing an offer letterAsk candidate to prepare a plan

Plan should include request for resources• Be prepared to make commitments• Be prepared to set limits

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Good offer lettersUse the process to develop a vision and plan for the future with mutual appeal• Allocation of effort across missions is imperative• Use effort rather than time• Typical letter for a department chair: 12 pages

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Negotiating for resources

• Don’t create a dowry!!!

• Don’t bait and switch!!!

• Tie each commitment to an expectation

• Release resources as milestones are met

Prevent a binge-purge cycle

• Dowry is given• Dowry invested poorly and is exhausted• Chair is released• Search process starts over again

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Negotiating compensationThink about having tools in the toolbox . . .• Salary• Incentives• Bonuses• Protected effort• Resources

Administrative support Access to technical resources

Barriers . . .Current role encompasses more than CME

Multiple clinical affiliates with no central administrative (power) structure

Being able to express to the physician leaders and learners exactly what is needed for the change and to get them to embrace that change.

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Transition to new leadershipInterim leaders may be great resources

Not too close; not too far in terms of support

Build mentor networks

Vice/associate deans are best allies

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Search process innovations• Growing use of external search firms

• “Buying in bulk” from search firms

• Creating internal search firms

• Leadership development dean positions

• Search committee “cores”

• Interim leadership experience offers a “test drive”

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Retaining top talent• New generation requires new ways of working

• $$ is not as attractive as other perks

• Create a culture that reflects values• “Spin” won’t help you

• Invest in faculty ongoing faculty development

• Invest in leadership development

• Organizational integrity is key to keeping the best and the brightest . . .

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Take your eyes off the rear view mirror – Look through the windshield!Incentives and rewards of the past are no longer as enticing

Growth will not necessarily result in success

Shift focus on sustainability

Recruit strategically

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Summary• Invest in chair and committee member

appointments

• Seek future orientation in candidates

• Offer concierge level service

• Invest in negotiation/planning process

• Avoid bait and switch

• Avoid binge and purge

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Talent management of future-oriented candidates

• Requires promoting scholarship at the same time as asking clinicians and scientists to maximize revenue, ensure efficient use of resources, and “right-size” the entire enterprise

• Organizational cultures must reward interdependence and support work-life balance

Goal of performance evaluation: review the past and plan for the future

To evaluate performance in each mission area

To set standards and expectations for each mission area

To plan for development in each mission area

A conversation is necessary…

Encourage self-assessment

Review evaluation from the previous year

In what areas have expectations been met or exceeded?

In what areas have expectations fallen short?

What barriers or challenges might explain potential problem areas?

What needs to change to be successful in the upcoming year?

Stake out realistic targets

What is needed to meet expectations?

• Clinical expectations• Research expectations• Teaching responsibilities• Scholarly products• Service responsibilities or commitments

Establish clear assessment metrics

Clinician…(Productivity)…Clinic Director

Researcher…(Funding)…PI/Lab Manager

Teacher…(Evaluations)…Course Director

Service…(Committees)…Leadership

Outreach…(Engagement)…Scholarship

Tactful, honest statements of fact will make the experience less anxiety provoking for everyone involved