Succession Planning: the Success Stories

Measures of Success
Qualitative Quantitative

Potential Leaders
Corporate Image

(through PR&D)

Training Goals
Preparation of
Employees in

Progression /
Satisfaction
Confidence

Success of

Movement
Employee

Employee
Increased

Increased

Increased
New Role

Retention
Improved

Identified
Internal
Leader

Organisation

All high-potential More than 350 Three-quarters of The percentage of

individuals have already leaders embraced high-potential After identifying high nurse management
completed a high-quality quality improvement individuals are potentials, the team put Many promotions, few positions filled by
development plan and Other healthcare tools with an currently being process and programs in losses of high- internal promotion
been given companies, and enthusiasm that has considered for place to ensure that high potential individuals: rose from 54
developmental people from resulted in a 10 multiple critical potentials were prepared In 2009, 45 percent of percent at program
assignments, and they all companies in other percent year-to-year positions (rather than for the next level of Tier 3 employees implementation to The Project team
currently receive regular industries, come to decrease in the for just one position), leadership. MCHS did this were promoted to the 72 percent a year • Defined 8
coaching. Current MCHS to hospital's mortality with seven having through action learning, next level, up from 33 later. competencies for
estimates suggest that 41 benchmark their rate. There has also been promoted to project assignment, and percent the year Across the entire each of the 5
percent of them will be own succession been a dramatic critical positions within individual and team before. Since the organization, the levels of nurse
ready to move up within planning efforts. increase in employee the last year. At coaching. Individuals’ program began, only internal promotion leadership and
the organization within MCHS receives satisfaction with their present, only one development plans outline one high-potential rate increased from • For each
one or two years (up from frequent requests department critical position each leader’s goals and individual has left 60 to 65 percent competency,
35 percent a year ago), to share MCHS’ leadership, as remains unfilled within action steps, which will MCHS, equivalent to over the same time defined the
with the remainder being journey to build a measured the leadership / prepare them to be ready an annual attrition period; the ultimate behaviors
ready in three to five succession consistently over the management ranks of for a promotion when the rate of just 0.5 goal is to reach 80 deemed critical
MCHS years. planning program. past five years. MCHS. opportunity exists. percent. percent. for success

4
5

6
Quantitative

Attraction of New
High Potentail

Employees
employees
Identified

More than 100 talent review

meetings occurred in which
each leader’s past
performance was assessed
using performance on key
organizational metrics.
Future potential was
considered, and
each nursing leader was
placed in a nine-box
performance and potential
matrix. Nineteen high
potentials were identified; 16
accepted the invitation to
enter the formal “succession No data
group.” available