HR Pulse - Spring 2008 - (Page 48) >> L.E.A.D. candidate’s background and level of involvement gives the selection committee insight into their leadership potential. L.E.A.D. applicants also are asked to submit written essays along with their applications. The personal essay is another tool that allows the steering committee to get to know the candidate as an individual and gauge their leadership aptitude. The candidate’s current manager also can lend valuable insight into the candidate’s leadership potential, while fostering support and commitment of the program. The manager observes in a regular work unit and can report on consistent leadership behaviors. These elements—the application, essay, and manager’s assessment—assist the steering committee by providing a comprehensive review of the candidate to help them determine which applicants proceed to the next step in the selection process. The next step, the panel interview, evaluates the candidate’s leadership skills at the staff level. The committee looks at the candidate’s current ability to build relationships, make decisions, communicate, influence others, problem solve, plan action, and apply standards and accountability measures. The interview allows the steering committee members to meet face to face with the applicants forming a relationship and a foundation for future mentoring opportunities. Scheduling is Key Individuals have different needs for development and diverse learning styles. Organizations can create both informal and formal opportunities for development. Employees may look for these opportunities and might leave if not given the chance to grow. In fact, 71 percent of registered nurses say that professional growth opportunities are important, but 83 percent of those same RNs are currently unsatisfied with the opportunities provided (Advisory Board, 2003). In addition, 82 percent of these RNs already have considered leaving their current employer. If these employees continue to remain unsatisfied, what is to keep them from leaving? The L.E.A.D. program provides a structured development opportunity for emerging leaders at Orlando Regional Healthcare. Participants commit to attending one day-long class each month. The core curriculum is designed to expose participants to key leadership topics and help them develop the skills necessary to make the transition from an individual contributor. The curriculum structure provides the foundation for the development plan. In addition to classroom skills training, participants have opportunities for self-guided learning in which participants complete reading assignments, partner with fellow members to meet with other leaders within the organization, and participate in task forces and focus groups. L.E.A.D. participants also work together on a project designed to increase their visibility within the organization. The steering committee selects the project based upon strict criteria and measurable objectives. While working on their project, participants are encouraged to demonstrate their leadership potential and market themselves to key leaders within the organization. The learning also is reinforced by the L.E.A.D. participant’s manager. Each manager is provided with a complete overview of the curriculum and encouraged to work one-on-one with their staff member to foster professional growth. By engaging the participant’s current manager, the individual can assume greater responsibilities within their department further enabling their development. Leveraging the Talent Pool Capitalizing on the talent pool is equally important as the efforts undertaken to create it. Organizations that have learned to cultivate their leaders have benefited by reaching higher levels of performance. Individuals participating in the L.E.A.D. program at Orlando Regional Healthcare gain valuable information that will help them increase their personal effectiveness, self confidence, and professional identity. They learn about key leadership topics and are given multiple opportunities to demonstrate their leadership skills. The participants develop lasting relationships with one another and with other leaders within the organization. Individuals who completed the L.E.A.D. program have gone on to pursue formal leadership roles within the organization. The steering committee continues to identify ways to utilize this talent pool and help the L.E.A.D. graduates further along their journey of leadership. Paving the Way Developing the leaders of the future is critical to sustaining organizational performance. Failure in health care is not an option; success lies in the hands of leadership, not just those at the top, but leaders at all levels. In a recent study (Witt/Kieffer, 2002), 75 percent of hospitals report missing or ignoring mentoring opportunities, 67 percent providing no established career path and 57 percent have no screening procedure in place to identify future leaders. If you would like more information about the L.E.A.D. program, please contact Amy McDirmit at Amy.McDirmit@orhs.org. n Amy McDirmit is an OD consultant at Orlando Regional Healthcare. She is currently pursuing her Master’s in Human Resources at Rollins College. 48 HR Pulse Spring 2008 References Witt/Kieffer. Preparing Future Leaders in Healthcare, A Confidential Witt/Kiefer Survey of Healthcare Chief Executive Officers, Oak Brooke, IL; 2002. The Advisory Board Company. Emerging Leaders, Identifying and Developing Leadership Talent on Nursing’s Front Lines. Washington, D.C.; 2003.
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