Talent Management for Healthcare

Opening Keynote Executive Panel
Joseph Cabral, Senior Vice President & Chief Human Resources Officer, North Shore-LIJ Health System
Sharon Murphy, Director of HR Operations, WakeMed Health and Hospital
Paul Records, Senior Vice President and Chief Human Resources Officer, Kaiser Permanente

Executives constantly balance business costs against workforce costs. Whether in tough economic times or boom environments, talent management is an ever present focus for all leaders. In the current environment, financial issues are compounded by workforce management complexities. Challenges in recruitment, retention, shortages in staffing, adequate training and organizational planning are all taxing traditional management techniques.

Opening Keynote Main Conference
Aligning Workforce Strategy to Business Goals: How to Balance Talent Management Needs with Fiscal & Operational Realities
Joseph Cabral, Senior Vice President & Chief Human Resources Officer, North Shore-LIJ Health System

Joe Cabral is leading the effort to align talent with medical center strategic goals at North Shore LIJ. Recognizing the importance of strategic talent management, North Shore LIJ has developed a plan to track activity, investments and outcome in every stage of talent management from - recruitment, through engagement and retention.

This presentation will focus on NS-LIJ's organization-wide initiative to tie talent management strategies with the realities of the present day health care environment. The talk will outline key aspects of NS-LIJ's talent road map, including the metrics they rely on and their current perspective on individual and organizational development. The session will address, What successful workforce planning look like in this environment? How does one plan for and execute in an environment of very limited resources and extremely scarce talent?

Attendee Takeaways:

• Learn about the strategy and execution in NS-LIJ's successful Strategic Talent Management Process, and how you can apply it to your own organization
• Get the latest on tools and technologies currently in used to align talent with business goals
• Find out about NS-LIJ's results in using these practices
• Discuss how you can apply lessons learned to your own organization

Morning Break

Addressing the Physician Shortage: Strategies and Tools to help Physician Recruitment & Retention
Dr. Jack E Garon, MD, Chief Medical Officer(CMO), Sinai Health System
John Shonyo, Administrator/ Director of Physician Recruitment & Retention, Mayo Clinic
Cindy Scholten, Physician Recruiter Coordinator, Physician Recruitment Taskforce of Sarnia Lambton, Canada

With the healthcare debate front and center in the minds of all Americans, one issue not covered by the bill, but with perhaps the largest implications is absent in all the conversation-"physician shortage". The Association of American Medical Colleges forecasts that our healthcare system will be short of 150,000 doctors by 2015. By 2029 nearly 1/3 of all doctors expected to retire will not be replaced by new physicians. With these statistic effecting short and long term patient care, recruitment, retention, and engagement of all physicians is a frontline issue for all medical centers. This panel will outline the latest strategies, and tools to improve physician recruitment in medical organizations.

Topics of focus will address:

• Top Four Physician Challenges
• Recruiting/Retaining New Physicians
• Hospital Physician Alignment
• Engagement
• Career Development
• Hospital Physician Alignment

Nursing Retention: Tackling the Recruitment and Engagement Hurdles Facing Medical Organizations
Peg Reiter RN PhD, Assistant Vice President and Chief Nursing Officer, St Luke's The Woodlands Hospital
Judy White House, Chief Human Resources Officer, Tenet Health
Lori Pacura, Vice President, Patient Care Services/CNO, Sinai Health System
Ellen M. Heasley M.P.A., B.S.N., R.N. Director of Nurse Recruitment, NYU Langone Medical Center

The US Healthcare system is in the grips of a large nursing shortage; the AACN (American Association of Colleges of Nursing) has recently stated that "U.S. nursing shortage is projected to grow to 260,000 registered nurses by 2025. " The "nursing shortage ... is expected to intensify as baby boomers age and the need for health care grows." This panel will address key issues faced by nurses and the strategies for improved retention

Topics of discussion will be:

• Nursing Retention in tough economic times
• Building a work positive environment as opposed to salaries
• Hiring the best fit; vs. hiring because you are desperate!
• Let the staff participate in what retention benefits that they would like to see
• Preparing new nurses for their first position
• Nursing residency programs for developing new nurses

Leadership Development and Accountability: The Changing Role of the Physician in Organizational Success and Patient Care
Larry Gamm, PhD, Director, Center for Health Organization Transformation. Professor and Head, Department of Health Policy and Management, School of Rural Public Health, Texas A&M Health Science Center

This session will outline training and management courses that can develop leadership skills for physicians prior to entering a medical center.

Dr. Gamm, will outline:

• Experience and practices that lead to leadership development Fundamental training and tools for preparing for physicians to take leadership roles
• Key insight and takeaways to develop and apply the methodology in various organizations.
• The role of accountability in leadership and how the physician may "lead" in particular situations

Afternoon Break

Developing Top Leaders: A Pilot Program Presented by Yale New Haven Health System
Jay Morris, PhD, JD, Vice President, Education & Executive Director Institute for Excellence, Yale New Haven Health System

Yale New Haven Health System, has developed and deployed a leadership development pilot program. This presentation will outline the planning, organization and deployment of this program. The session leader will tackle screening of candidates, the curriculum, the latest results of the program and "application" of this program within a medical organization,

Participants will learn how to develop their own leadership program, and learn how to apply these lessons and tactics in their own organization.

This talk will outline:

• The innovative "pilot" program Yale has developed to prepare its top leaders for increased responsibility
• The methodology behind, candidate selection, individual leadership development
• The tools and strategies to develop this program
• Current program results
• A talk-through of how the program was designed, developed and practiced

WAVE & SkillSurvey Joint Practitioner Presentation
Social Media Recruiting Best Practices Panel.
Regina Caffey, CEO/Principal, with Wave specializing in Social Media
Ray Bixler, President and CEO, with SkillSurvey specializing in assessing and sourcing candidates, will be moderating the "Social Media Recruiting Best Practices Panel".

It's a fact... social medial is here to stay... and its usefulness is growing!  As the use of social media can impact sourcing, recruiting and evaluating job candidates, questions have arisen as to best practices or legal risks. Drawing from the field of candidate assessment, an organizational psychologist and two healthcare recruiting professionals will discuss how you can use social media to source and evaluate talent, while at the same time ensuring that you increase diversity in your applicant pool, and thus in your organization.

Cynthia Hedricks, Ph.D., Chief Analytics Officer, SkillSurvey 
Jim Nieves, VP, Human Resources, Omniflight 
Kellie Spencer, System Recruitment Manager, Ancillary Service, Texas Health Resources

Behaviors That Undermine a Culture of Safety (Part 1)
Jamie Resker, Boston University Corporate Education Center, Boston University

Managing employee behavior is part of every manager's job and with the Joint Commission's Sentinel Event Alert on Behavior Issues that Undermine a Culture of Safety we are pressed to proactively address these issues within our organizations. Most if not all of you have developed a code of conduct that defines acceptable and disruptive and inappropriate behaviors and have created and implemented a process for managing disruptive and inappropriate behaviors. Some of you may have looked into providing skills-based training and coaching for leaders and managers including skills for giving feedback on unprofessional behavior. Do your managers have the skills to engage in these critical discussions? This TWO session presentation will outline, the causes, modes of addressing and preventing "disruptive behaviors" within a medical organization

The Challenge: Most managers intuitively are able to assess and describe employee performance issues, but what is difficult is communicating this information to the employee. Nearly all managers dread initiating these conversations and often avoid them whenever possible causing performance issues to worsen over time. Frequently, the area for development relates to difficult to quantify behaviors such as interpersonal skills, overt and passive behaviors, motivation, tone and approach. Discussing these issues with an employee can seem out of the question. The underlying problem is the inability to translate what is "known" into effective words that are both comfortable to say and will have the right effect on the employee.

Focus of the topic will center on:

• Causes of disruptive behavior
• Impact of the behavior on the environment and patient care
• Current efforts to mitigate the behavior

Afternoon Break

2:45-3:45

Behaviors That Undermine a Culture of Safety (Part 2)
Jamie Resker, Boston University Corporate Education Center, Boston University

A Way Forward: Join us for an experiential session and gain new tools and techniques to address behavior based issues. Learn how the Performance Continuum Feedback Method® represents a new direction from established feedback approaches since it bypasses the need to raise negative performance examples. Sometimes we refer to these conversations as "constructive" criticism. However, even with the best of intentions, the message usually feels confrontational thus causing most employees to react defensively. With the PCFM, performance messages come across as non-threatening. This allows the person delivering the feedback to feel more confident and comfortable and for the feedback receiver to remain open to listening to the information as opposed to engaging in a confrontational exchange with the person delivering the message. Avoidance of defensive reactions enables managers and employees to come to terms more quickly around developmental solutions and goals to address behavior based issues.

This section of the "disruptive behaviors" presentation will specifically address:

• Tools and strategies to combat "disruptive behavior" in an organization
• Common practices and preventative strategies
• An interactive approach where the audience will have an opportunity to develop their own methods for handling "disruptive behavior"

AMN Healthcare CASE STUDY: Developing A Comprehensive Healthcare Strategy: Partnerships for Workforce Excellence
Ralph S. Henderson, President, Nurse & Allied Division, AMN Healthcare

This session will focus on strategies that can lead to improved team interaction, cross-functional cooperation and operational efficiency.

• How to develop and maintain an evolving workforce strategy within your organization
• How to address needs and requirements with an employee partner
• How to develop organizational efficiency