Healthcare organizations are facing unprecedented challenges. This has led many to finally begin to adopt the sort of talent strategies used by more progressive industries. More are turning to the type of sophisticated selection systems used by leading companies like Toyota to find nurses, techs, managers, front line workers, and even physicians.
But at a time when securing talented, innovative, and transformational leaders, most hospitals are still far from progressive when it comes to senior level selection, development and succession planning. Even hospitals that know enough to invest in proven talent strategies for the bulk of their workforce are reticent to move away from old, traditional, and ineffective approaches to their senior group.
A recent survey demonstrates that, particularly with regard to succession planning, too many hospitals are unprepared:
Out of a survey of 200 hospital and health system CEOs older than 55,
Slightly more than half (51 percent) said they worked with senior management to identify potential successors, but only 29 percent of them actually identified a successor, according to the survey, obtained by FierceHealthcare.
Only 17 percent say their successor is prepared to step into the CEO role.
To read more, check out the complete survey results -
Succession Planning Lacking in Healthcare.
Progressive companies appreciate the value of executive assessments in the succession planning process. Identifying and developing leaders requires a deep understanding of the cognitive and behavioral abilities of your talent pool. You are going to invest time, money and energy into these people. You need to know their strengths and weaknesses if you have any chance of successfully identifying your next group of leaders.