HR Pulse - Winter 2007 - (Page 40) >> HEADING OFF A LEADERSHIP DRAIN ern South Carolina. Along with its flagship facility in Savannah, Ga., the system includes a two-state home care program, primary and secondary care physician’s network, the NurseOne 24-hour call center and an affiliation with the Mercer University School of Medicine. Though it sported a good record of hiring for senior positions from the outside, the board and CEO wanted to replace its leaders with people already in the system. Determined to promote its own, Memorial Health set out to find a way to evaluate internal candidates. “We were looking at one retirement six months down the road,” says David Thaeler, senior vice president of human resources. “And we knew that we would have opportunities at the top levels in the future. We wanted to focus on developing our own talent to fill those openings.” To help evaluate the readiness of potential leaders within the organization, Memorial Health had several candidates participate in a business simulation modeled on a “day in the life” of a healthcare executive. The exercise—conducted through Development Dimensions International’s (DDI) Acceleration Center—was intended to examine executives’ abilities to make strategic decisions, communicate their vision and meet the needs of multiple constituents. To help evaluate the readiness of potential leaders within the organization, Memorial Health had several candidates participate in a business simulation modeled on a “day in the life” of a healthcare executive. who would be ready to step into roles of greater responsibility within months, while the other wanted a process for targeting and nurturing talent for senior leadership positions further down the line. Developing Talent from Within: Memorial Health Even the best-run organizations face hurdles when it comes to leadership development. Named by Fortune magazine as one of the “100 Best Companies to Work For” in 2007, Memorial Health University Medical Center had enjoyed great success, but with retirement looming for a handful of its key executives, the organization’s ability to sustain excellence was in question. Memorial Health University Medical Center serves 35 counties in southeast Georgia and south- 40 HR Pulse Winter 2007 Your compensation consultant should be focused on one goal: YOURS. Executive and physician compensation becomes more and more complex every day. That’s why board members, compensation committees, and executives look to SullivanCotter—for help creating total pay packages that support your business objectives and mission while meeting regulatory requirements. Because we offer no ancillary products or services, you always know that our recommendations are based on what’s right for your organization. Now more than ever, you need a trustworthy leader to help you navigate this ever-changing environment. Talk to SullivanCotter today. I N T E G R I T Y. I N D E P E N D E N C E . I N S I G H T. www.sullivancotter.com | 888.739.7039 300865_Sullivan.indd 1 9/22/06 8:22:19 AM
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