Gunderson Lutheran Health System in La Crosse, Wisconsin, is a health care delivery company that includes a 325 bed hospital, several specialty medical practices and 41 clinics. In a recent year, they saw 4.1 million outpatient visits.The network has 6,834 employees including physicians, medical staff,managers and supervisors and senior leaders. The age of their health care mangers was a concern when asked whether they had a ready supply of leaders to step in. Upper managenment felt that growing leaders internally made sense from the standpoint of continuity and cultural fit.
The HR staff researched best practices in talent manangement and development. The result was the establishment of a Talent Development Review Group including the top leaders.This group became accountable for developing leaders, making necessary development happen, and overseeingthe growth of high-potential (high-po) talent.The review group followed 5 steps in their process.
1- They spent 2 years building a tiered leadership competency model that included criteria for executives, directors, and managers to ensure the right mix of KSAs. The tiered model defined behaviors and competencies necessary to demostrate excellence in each role. The competencies were used for behavioral interview questions and for position descriptions and they formed the basis for 360-degree feedback.
2- The next step was to identify high potential talent. The review group picked candidates for consideration in each of four pools. Pool members had to demonstrate willingness to: advance, participate in leadership assignment, recieve feedback & coaching, take on development opportunities and invest the necessary time. In the 5 years after the program began, 60 high -po employees at all levels of leadership were identified, assessed, and had their career paths discussed.
3- Once the high-pos had been identified and invited into a pool, it was time to assess the talent. The high-pos took assessment tools to identify strengths and development needs. Each candidate and the review group determined an initial strategy for closing gaps in the candidats readiness.
4- A variety of tools were used to develop plans for individual high-pos, including stretch assignments, role expansion, job rotations, coaching, onboarding, continuint education, mentoring, project assignments and committee assignments.
5- Tracking progress included setting milestones and success metrics to make sure candidates would build the necessary skills. The effect of the development activities on performance was measured as well, with feedback from peers, colleagues and superiors. The review group continues to look at progress annually.
While numbers tell a positive story, another big change has been in the culture among the top leaders, who now see tatent development as a strategic necessity.
Questions:
1- The top managers are very busy people. Why is it necessary to involve them in leadership leverage?
2- The program took 5 years to get to the end point. Is that realistic, or did it take to long? Explain why the timing may vary.
3- Would you let the names of the high-pos out to the rest of the organization? Why or why not?
How would you characterize the career-planning approach taken by the HR staff at Gunderson Lutheran? Explain the challenges or issues the team might have encountered during implementation of their plan.
Describe 2 other strategies or approaches you think the HR staaff team could have taken to achieve their goals, particularly in relation to developing leaders at the organization.