Healthcare CHROs take the LEAP

 

Alanna Conte

Senior Principal

Korn Ferry

May 31, 2018

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It’s time for healthcare CHROs to revamp, make things simpler, have more human interaction, be more transparent, educate/train employees, share the organization’s purpose, embrace technology, become more agile, and provide a sense of community. Healthcare CHROs are taking the LEAP to be the talent architect of the healthcare organization of the future, aligning employees around the strategic imperatives of the organization.

 

The future workforce is looking for a positive work environment, opportunities for personal and professional growth and financial rewards. These three elements can have an impact on the organization’s ability to execute its strategy. CHROs are taxed with finding a delicate balance between the needs of employees and the needs of the organization.

 

How can healthcare CHROs take the LEAP? Here are some examples:

 

  1. Talent -- The healthcare workforce has some unique challenges – long-tenured employees, mission-driven/meaningful work, some are complacent, not necessarily open to change, there’s lots of nepotism/entitlement, and clinicians are a breed in and of themselves. While they are extremely loyal, they may not be the right people in the right roles to move the organization to the next level. Contemporary CHROs are working with their CEOs starting at the top to assess the leadership team. They must turn the mirror on the “old regime” and really challenge them – do they have the right skills, competencies, energy, etc. to drive change and improve performance? This same exercise should be done throughout the organization. Alignment is critical and CHROs need to focus their efforts on initiatives that are supporting the organization’s most strategic needs.

 

  1. Rewards -- There is a blatant need for revisiting, revamping and educating employees around the organization’s employee value proposition. Tangibles (fixed pay, variable compensation, benefits, etc.) and intangibles (career development, work-life balance, diversity and inclusion, safety and security). Policies need updating, programs need to meet the needs of a plethora of demographics, technology needs to be embraced/people analytics need to be understood, etc. and most critical is communicating all of this.

 

  1. Training & Development -- Many healthcare supervisors/managers have been promoted from within and have not received the proper training to move to that next level. To help them be more successful, consider providing a training course that teaches them to be more self-aware, manage their own emotions, demonstrate empathy, and have the confidence to manage difficult situations and discussions effectively, be courageous (willing to challenge people respectfully and appropriately) and empower staff to grow, develop and learn.

 

  1. Performance Management – CHROs are rethinking the annual performance review process, some are even contemplating eliminating the annual score or ranking and focusing more on human interaction. They are opting for ongoing dialogue and using these “review” sessions to evaluate data, facts, think through ways to change things, discuss individual wants/desires. Done right, the performance dialogue can lead to performance improvement.

 

Are you a healthcare CHRO who wants to take the LEAP? Designed by CHROs for CHROs, Korn Ferry has joined LEAP HR Healthcare in their annual conference, on July 9th in Chicago, to host a full-day of thought leader perspectives and facilitated discussions between C-level HR leaders. You will leave with connections, insights and innovative ideas you can immediately implement. Join us!

 

 

Alanna.Conte@kornferry.com
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