Case Study Three: Growth and Changing Leadership

Description: Talent Assessment and Talent Development Plan

Company: Regional Hospital with more than $3 billion in annual revenues. Multiple locations, including outpatient care facilities and hospital owned physician practices

Key Concerns: Key leadership positions held by individuals nearing retirement with no succession plan in place. Changes in the competitive environment could leave organization vulnerable if future leaders were not identified and developed to ensure consistent organizational leadership and direction.

Objective: MRP Profit Strategies was retained to work with Executive Leadership to design and implement a Succession and Talent Development Plan.

Project: MRP conducted a complete:

• Talent Identification Review: A process to clearly define the core competencies for Executive Leadership and individual department leadership.
• MRP created an assessment tool (QST) to use to work with select individuals to test for required skills, talents and core competencies.
• Worked with Executive Leadership to identify internal candidates for future leadership roles.
• Conducted interviews (Using both interview questions and the QST) to assess individuals.
• Provided feedback, input and overall observations to Executive Leadership.
• Conducted a one-day retreat with Executive Leadership to build a succession plan based from the assessment process.
• Plan included short term and long term needs:
• Identification and training plans for individuals identified for key leadership positions. Identification and training plans for overall growth and development of the company, including developing a continuous learning and development environment. Plans to identify and recruit External Talent to the company to ensure infusion of new ideas and energy.

Solution:Together with MRP:

• Developed an overall Succession and Talent Development Plan for the organization.
• Successfully communicated to the entire organization and completed the implementation.
• First phase (identifying individuals to move immediately into retiring leader roles)
• Completed the first phase successfully with only one recruit not meeting leadership standards.

The hospital has seen two of its key Executive Team members retire and the "identified" talent has moved seamlessly into their new roles. Next level leadership development is in process to take this plan to all levels of the company. In addition, the organization has become an employer of choice because of its dedication to employee development.