CMSA Today - Issue 3, 2014 - (Page 12)

CM Bench Strength Review, Recruit, and Retain: Succession Planning Steps Developing Your "Bench Strength" in Case Management PART II OF III BY WENDY DE VREUGD, RN, BSN, PHN, FNP, CCDS, MBA I n this article, part two of three to be presented in CMSA Today, we continue to share several innovative and best practice ideas that can build a strong foundation for case management departments through succession planning steps. The complete steps - Recruit, Retain, Renew, Recognize, and Revitalize - require transformational and innovative case management leaders who can not only mentor, but also respond and adapt to changing competitive environments. These leaders must be able to effectively partner with others to build, mentor, and support case manager teams through shared accountability, while also demonstrating financial accountability in newer models of health care. Let's look first at the rationale for increased attention to succession planning programs for case managers and CM leaders. The Patient Protection and Affordable Care Act (PPACA), also known as "Obamacare," has now been signed into law. Following the passage of this law, there will be an increased need for more case managers through the development of various models and pilot programs intended to streamline the delivery of health care. These programs foster value-based reimbursement and population health programs, requiring partnership with health care systems, physicians, and insurers to effectively serve all of the new patients entering the health care system. According to Beecher Tuttle (AOL.com, 2012), the U.S. Supreme Court's decision upholding "Obamacare" is expected to bring 30 million new customers into the system. REVIEW YOUR STAFF'S PERSONAL GOALS AND CAREER PLANS How happy (or unhappy) are your case managers in their positions? What is their 12 CMSA TODAY personal language of appreciation? What are their future career plans? Who may be a "flight risk" and how can you effectively gauge this before they choose to leave their positions? These questions all require twoway accountability; case managers must share with us what they want and need, and we must work to respond. DO A "FORCE RANKING" EXERCISE Although force ranking can be a controversial workforce management tool, it can be an exercise for you to identify your organization's best and worst performing employees through comparative analyses of performance. The exercise can help you rank your workers and focus more on where you can help them develop through establishing collaborative goals. Force ranking categories are commonly addressed as: the top 20 percent, or "A" players who are the "engaged" people who may help lead or mentor others; the middle 70 percent, or "B" players who are the steadyperformers but can be encouraged to be more engaged in their areas of interest; the bottom 10 percent, or "C" players who are the least engaged and may or may not be meeting expectations. DO ANNUAL CAREER ASSESSMENTS A career assessment questionnaire takes only a few minutes to complete by an employee, but yields a tremendous amount of helpful information for a manager or director to help set future goals for career growth. The objectives are 1) to identify and Issue 3 * 2014 * DIGITAL develop leaders through training, mentorship, and succession planning and 2) to ensure that high performing leaders are mentored, grown, and nurtured for the lifetime of their careers. And who does not appreciate being asked? Some sample questions, authored by Heather Sebanc, RN, BSN, MBA, CNE-A, FACHE, vice president and chief clinical officer of Kindred Healthcare, are below. QUESTIONS 1. What is your desired position within our organization? 2. What can our organization do to ensure you stay in your position for the long term of 5+ years? (How can we keep you engaged?) 3. What do you need to prepare for an advanced position? (Education/ Training, Leadership Development, Time, Exposure, etc.) 4. Are you willing to relocate for your desired position? If so, where? 5. What is the highest education you have completed? 6. What is the highest educational level you desire to attain? 7. Do you currently hold any certifications? (Example: CCM, CPUR, CPHQ, ANA, etc.) If yes, please list. 8. If no, what certifications would you like to pursue? Please list. FOLLOWUP: ASSIGN COLLABORATIVE GOALS IN THE ANNUAL PERFORMANCE EVALUATIONS Take the information gleaned from these employee career assessments to see how you can design programs or provide resources to help employees stay http://www.AOL.com

Table of Contents for the Digital Edition of CMSA Today - Issue 3, 2014

President's Letter
Association News
CMSA Corporate Partners
Index of Advertisers
The Obesity Pandemic
Review, Recruit and Retain: Succession Planning Steps
The Case Manager's Role in Population Health

CMSA Today - Issue 3, 2014

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