|
 |
|
 |
 |
 |
 |
Developing Executive Performance and Capability
Through Targeted Assessment
HR leadership in a large US Healthcare System had completed an extensive talent review. One of their key findings was the gap in capable leadership across many of the hospitals in the system. In a labor and service intensive industry in which performance is heavily dependent upon the capability of the hospital CEO and his or her executive team, the majority of system leaders were not effectively responding to the increasing challenges in their hospital and surrounding markets. As a result, hospital financials and admissions growth were declining in most hospitals and throughout the system as a whole. In addition, the talent review showed that the hospital executives hired over the last two years had not brought the average up – they were performing at about the same level as the more tenured executives within the system.
As a result of this analysis, there was a clear priority established to improve the capability of leaders throughout the system. Critical to this was the introduction of a more empirical method to evaluate current leaders, and assess external and internal candidates to open positions. To be effective, this assessment had to isolate and measure the key predictors of a successful hospital leader. Also, given the fast-paced competitive nature of executive recruiting, the assessment had to be efficient, not slowing down the hiring process. Based upon these criteria, the Leadership Capability Indicator (LCI) was chosen and used to assess all final candidates to hospital CEO roles across the system.
Upon the introduction of the LCI the quality of candidate assessment and insight went up immediately. The LCI provided comparative insight across all candidates for open roles and resulted in more informed selection decisions. Based on the initial success of the LCI, use of the tool was broadened and used to assess all final candidates to all senior hospital and corporate leadership positions across the system.
After the LCI had been used for one year, the impact of the assessment was quantified in a longitudinal review. It was shown that on average the performance the hospitals and departments who had hired a new leader using the LCI assessment, went up significantly across all key performance dimensions – financial, quality and people – in the six months after the hiring decision To quote a Vice President of Human Resources in the system, “The LCI is the most efficient and effective leadership assessment I know. The results in this enterprise speak for themselves.”
In this system, the LCI is now being used to assess and identify high potential leaders, and provide targeted insight and development for leaders across the system.
|
 |
 |
 |
 |
|
 |
|
| |
|
|
