KP NCAL Leadership CurriculumRegional Learning Strategy

David FabieSenior Learning ConsultantNorthern CA Learning & Development

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Current Situation

The gap in leadership skills across NCal has been identified as one the most significant issues that must be addressed if Kaiser Permanente is to succeed in the current health care environment

The most urgent need is to address the lack of basic skills of front-line managers in 2009 to improve organizational performance

Basic finance and operational skills to run their department Performance Improvement skills to drive change Basic management skills to lead UBTs/department-based teams

Significant variation in curriculum, resources, and leadership across NCAL has led to current gaps.

An analysis was completed in 2008 to consolidate the best of current NCal curriculum, STAR, national programs, SCAL programs, Patient Care Services programs into one deliberate, consistent, program of required curriculum.

2009 Action Plan

Work with key stakeholders to finalize and implement a deliberate and sustainable curriculum of required and elective courses for NCal leadership with a plan for phased implementation

Implement immediate requirements for front-line managers to complete in 2009 that will tie directly to operations management and goals for Performance Excellence

Q1 - KFH Staffing and Scheduling, Rapid Improvement Model, UBT- Leading in Partnership

Q2 - KFH Basic Finance, UBT Service Leadership, Rapid Improvement Model for Nursing Units

Q3 - Managing the Performance of Others, UBT Leading Performance Excellence

Hold managers accountable in their performance reviews for program completion and individual performance results in selected areas, much like Attendance Management in 2008

Maximize use of online modules and existing forums to minimize classroom time. Hold reinforcement labs for individuals that already have taken the required programs

Executive Summary

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California’sAdvanced

ManagementProgram

Executing Strategy:Executing Strategy,

Facilitative Leadership for Mid Mgrs,Leading in UBT Partnership Overview,

Performance Improvement for Operations,California’s Middle Management Program*

Performance Leadership:UBT Service Leadership,

UBT Performance Improvement Leadership,UBT and RN Unit Rapid Improvement Model, Preventing and Resolving Conflict in Your Team,

Leading Diverse Teams, Think Strategically/Act Operationally,Foundations Facilitative Leader/Creating a Motivating Environment

Project Management: Getting Things Done

Foundational Skills:Essentials for Managers, New Manager Orientation,

HR Academy, Hiring for Service, Managing the Performance of Others, Leadership Communication, Hallmarks of Supervisory Success, Attendance Management,

Operational Excellence topics: Staffing/Scheduling/Utilization Management

Bold = 2009 required for all frontline managers

Electives• Harvard Program (ELP)• Strategic Leadership Skills (PO)• Middle Management Leadership Program

Electives• Mastering Meetings • Team Agility• Problem-Solving • Org Alignment

Electives• Leading Change • Emotions at Work• Exercising Influence • Multigenerational Diversity• Core Leadership Program (PO)

Advanced Skills

Middle Managers

Department andFrontline Managers(and Stewards for UBTcourses)

New Managersand Supervisors

Other Courses:MPE, Lotus Notes, Nurse Manager Orientation, LMP / UBT Basic Courses

NCal Leadership Development: Long-Term Core and Elective Courses

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Strategic Leadership Skills

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NCal Core Leadership Development Continuum

New Mgr OrientationManaging the Performance of Others

LMP / UBT Basic CoursesHiring for Service

UBT Service Leadership

Essential Communication Skills

UBT Performance Improvement Leadership

Project Management: Getting Things Done

Facilitative Leadership for Mid Managers

Middle Mgr Program

Leading Diverse Teams Teams and Resolving Conflict

Rapid Improvement Model

Plus Electives

Advanced Skills

Middle Managers

Frontline Managers and Stewards

All Managers and Supervisors

Italics = In development

Essentials for Managers & HR Academy

Facilitative Leader Modules 1 and 2

Think Strategically, Act Operationally

Advanced Management Program

Hallmarks of Supervisory Success

Electives

Executive Leadership Program

Leading and Sponsoring UBTs

Operational Excellence Topics

Executing Strategy

Performance ImprovementFor Operations

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Core Courses Electives Example

New and Frontline Managers

• Essentials for Managers • New Manager Orientation • HR Academy - 6 EFM modules plus labs• Hiring for Service (online plus lab)• Managing the Performance of Others • Hallmarks of Supervisory Success• Operational Excellence: KFH Staffing and Scheduling,

Finance• Project Management: Getting Things Done• Essential Leader Communication • Facilitative Leadership short modules• Resolving Conflict in Your Team• Workforce Diversity Essentials• UBT Service Leadership • UBT Performance Improvement Leadership• UBT and RN Unit Rapid Improvement Model • Think Strategically, Act Operationally• Additional LMP/UBT Courses

• PCS Nurse Manager Orientation• Mastering Meetings • Problem-solving• Emotions at Work

Middle Managers • Executing Strategy • Facilitative Leadership• Leading in Partnership and UBT Sponsorship for Middle Managers• Performance Improvement for Operations• California Middle Management Program

• Leading Change• Emotional Intelligence• Exercising Influence

Advanced • California Advanced Management Program• Strategic Leadership Skills program• ELP-HarvardBold = Focus for 2009

NCal Leadership Development Pathway

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Strategic Core Courses(required for all managers)

UBT Core Courses (required for manager/steward pairs)

Strategic Optional Courses(for all managers)

KFH Staffing and Scheduling (Q2 Implementation)

Objectives: Understand position control, master schedules, union contracts and VHS time calculations, and other factors so that staffing and scheduling actions meet business targets

Audience: All KFH managers (2500)

Format: EFM modules (1.5 hour), optional learning lab

Performance Improvement: Rapid Improvement Model (Q2 Implementation)

Objectives: Understand how to implement a rapid improvement project using 3 key questions, PDSA cycle, testing, and expanding successful results in the unit

Audience: All managers (3500)

(UBT managers take with Shop Stewards)

Format: online introduction (Timing-TBD), real-time and recorded webinars (3 hours)

Project Management: Getting Things Done (Q3 Implementation)

Objectives: Understand the phases of a project-writing quick charters, developing timelines, implementation plans, communication plans, accountability, and evaluating the results

Audience: All managers (5000)

Format: EFM online (1.5 hour), optional lab

TOTAL TIME: 7 hours onlineoptional labs

UBT Performance Improvement: Rapid Improvement Model (Q2 Implementation)

Objectives: Understand how to implement a rapid improvement project in a UBT using 3 key questions, PDSA cycle, testing, and expanding successful results in the unit

Audience: Manager/Steward pairs (2500)

Venue: MASSES meeting

Format: Online prework (timing-TBD)

Live presentation (3 hours)

UBT Performance Improvement Leadership (Q3 Implementation)

Objectives: Understand the case for change, the role of manager/steward, UBT principles, using data to improve performance, and how to engage UBT employees so that UBTs are strong contributors to organizational success

Audience: Manager/Steward pairs (2500)

Venue: MASSES meeting

Format: Online prework, Live presentation

Timing: Between 4 to 8 hrs. TBD by OLMP

TOTAL TIME: 1.5 hours online 7 to 11 hours classroom

Service Leadership (Q3 Implementation)

Objectives: Understand customer expectations, importance of service, developing and embedding service excellence behaviors, service recovery, and action steps needed to improve service in a unit

Audience: KFH UBTs (Managers/Stewards )

TBD for nursing unit leaders

Format: 5 EFM modules (1.5 hours) and optional learning lab

Performance Management Conversations (Ongoing Implementation)

Objectives: Understand and practice setting expectations, giving constructive feedback, correcting performance problems so that individual employees know organizational expectations and how to individually contribute to KP’s success

Audience: All new managers and those wanting a refresher

Format: EFM module pre-work (20 minutes)

2 4-hour classroom modules

TOTAL TIME: 2 hours online 8 hours classroom optional labs

2009 NCAL Learning Focus for Leaders

ASSUMPTIONS: • Online format needed for large NCAL audience and developed by HR

Learning and Development• KP Learn to track compliance with review by local senior leadership

• Final content of mandatory courses approved by SVP H/HP Area Operations, SVPHR, and SVP Chief Administrative Officer

• UBT classes to be confirmed with OLMP

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Appendix 1: IMPACT Core Courses for Frontline Managers

Appendix 2: IMPACT Core Courses for Frontline and UBT Managers & Stewards

Appendix 3: IMPACT Courses for Middle Managers

Appendix 4: California’s Middle Management Program

Appendix 5: California’s Advanced Management Program

Appendix 6: Examples of Alignment of Leadership Programs

Appendix 7: STAR and IMPACT Recommendations: Best of Both

Appendix 8: STAR and IMPACT Integration: Best of Both

Appendix 9: 2009 NCAL Learning and Development Deliverables

APPENDICES

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IMPACT Core Courses for Frontline Managers

Course and NCAL Strategy

Format Audience

(0-2 years)

Skills, Competencies and Goals

(Can be offered in short modules)

FOUNDATIONAL: In short

Modules

New Managers All programs are offered by Senior Learning Consultants in local medical center

Essentials for Managers

Online All New and Existing Mgrs

The basics of KP Human Resources, Service, Quality, Nursing, Inpatient Finance/Budgeting, Workplace Safety, Diversity, Domestic Violence prevention, Employee Wellness, LMP, Attendance

Operational Excellence Topics

Online + Lab All Targeted Managers

KFH Staffing and Scheduling, KFH Finance

New Manager Orientation

8 hours New Managers Local strategy plans and manger’s role and responsibilities in executing strategy

Hallmarks of Supervisory Success

4 hours New Managers and Supervisors

Transition to management: role of manager vs. individual contributor, delegation skills, basic communication and coaching, problem-solving

HR Academy Online +

Labs

New Managers and Supervisors

6 online Essentials for Managers HR modules and short application labs on topics such as recruitment/selection, total compensation, employee onboarding, workforce compliance, pay, time, leaves, labor law and contracts

Managing The Performance of Others

Online +

8 hours

New Managers and Supervisors

Essentials for Managers modules including Attendance modules

Application labs: Setting and communicating clear expectations and holding others accountable, giving constructive feedback, correcting performance problems, and conducting performance reviews

Hiring for Service Online +

2 hours

New Managers and Supervisors

Online module plus application lab

Think Strategically, Act Operationally

4 hours New and Existing Mgrs Developing department or unit operational plan that aligns with KP strategic plan and how to engage staff in the department’s operational plan

Essential Leader Communication

4 hours Frontline/UBT Managers & Stewards

Holding productive, strategy-focused discussions that align employees with

organizational goals and dealing with difficult emotions if they arise

Appendix 1

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IMPACT Core Courses for Frontline & UBT Managers and Stewards(Courses address LMP/UBT, People, and Service Strategy)

Course and NCAL Strategy

Format Audience

(0-3 years)

Skills, competencies, outcomes

PERFORMANCE LEADERSHIP

In short modules

Project Management: Getting Things Done

Webinar + lab

New Managers and Supervisors

The phases of completing projects in a team-based environment. Emphasis is on implementation.

UBT Performance Improvement Leadership

Online +

4-8 hour lab

Frontline/UBT Managers & Stewards

Case for change, fundamentals of UBTs and effective teams, role of UBT leaders in performance improvement, using data to improve unit performance

UBT and RN Unit Rapid Improvement Model

Online + 3 hrs

All Managers Method for making quick, progressive improvements in a work unit. Focus is on service and quality improvements.

UBT Service Leadership

Online +

Optional lab

Frontline/UBT Managers & Stewards

What our customers say about us, developing and embedding service behaviors, defining and enhancing service touch points, raising levels of service, overcoming service barriers and service recovery

UBT Facilitative Leadership Modules

2 4-hour modules

UBT stewards are eligible

Two Modules: Foundations of a Facilitative Leader, Creating a Motivating

Environment

Leading Diverse Teams Online +

4 hours

All Managers Recognizing and respecting diverse needs and perspectives of members and staff, demonstrating respect and cultural competence in own behavior, creating work environment that respects/values individual differences

Resolving Conflict in Your Team and Team Development

4 hours Frontline/UBT Managers & Stewards

Diagnosing and effective conflict management of conflict to reach solutions in an interest-based manner. Reviews 4 stages of team development.

Coaching and Rounding

4 hours All Managers Coaching skills for individual performance improvement

Appendix 2

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IMPACT Courses for Middle Managers(Courses Address People, Service, and LMP / UBT Strategy)

Course and Strategy

Hours in classroom

Audience (0-5 years)

Skills, competencies, and outcomes

EXECUTING STRATEGY

Middle managers and above

All programs in local medical center except Manager as Leader and Residential

Facilitative Leadership for Middle Managers

24 hours Middle Managers Skills needed to develop and use an inspiring vision, balance results, process, and relationships, develop pathways to action, celebrate accomplishments, coach performance, facilitate change, and engage employees in a partnership environment

Executing Strategy 8 hours Middle Managers Connects strategic vision to decisions and specific actions for self and staff, develops strategies to manage and improve performance and uses action plans to get results, uses metrics to improve team and staff performance, holds individuals accountable

Performance Improvement for Operations

TBD Middle Managers Skills needed to make continuous improvements in operations, service, and quality. Content is being vetted.

Leading and Sponsoring UBTs

4.5 hours Middle Managers Skills needed as a middle manager to support the success of UBTs

California Middle Management Program

40 hours Based nominations and selection criteria

Week-long residential program that focuses on stages of a team, innovation practices, diversity, ethics, handing difficult conversations, accelerating implementation methodology, KP history, and delivering a team project proposal

Electives Based on course

Middle Managers Based on Individual Development Plan

Appendix 3

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California’s Middle Management Program: Leading from the Middle

Outcome • Strategic leadership competencies needed to translate organizational strategy into local action and results• How to lead amidst constant organizational change and the resulting ambiguity• Building partnerships across entities and disciplines necessary to accomplish increasingly ambitious

organizational goals through consistency of skills, language and perspectives• Intense experience in diverse performance teams, handling difficult situations, and producing a real project

proposal

Audience • 50 mid-level managers and leaders per program (e.g., Directors and Department Managers)• Multiple direct line reports, performance accountability, and budget authority• Responsibility for the execution of strategy in their department and for aligning department culture to

support the strategy• Tenure of two or more years and demonstrated high potential for career progression and commitment to KP.

Considered an honor to participate.• Nominated by joint senior leaders in each Area and selection by executive committee based on entity, diversity,

location, gender• SCAL and NCAL managers may attend

Method • Week-long residential program (2-3 times/year) with focus on applying content of the day’s learning to the evening team project work. Facilitators provide feedback to participants on their skills in team environment

• Designed to provide a structural and skill bridge between strategic initiatives for the future health of the organization and day to day workplace realities.

• A required component of career development: Middle Management, Advanced Management, ELP• Executive leadership participation: introduce and wrap-up the week, provide context setting, integrate key

messages, and evaluate and potentially sponsor team project proposals• Core courses: stages of a team, innovation practices, diversity, ethics, handing difficult conversations, and

accelerating implementation methodology, building on KP history• Staff: Learning and Development and ODPLs (requires 7 facilitators)• Potential launch: June 7 and October 18 weeks

Appendix 4

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California’s Advanced Management Program: Leading from Higher Ground

Outcome Growth and proficiency in core leadership competencies that include:• Awareness of own leadership style and impact on others in creating a successful KP culture and executing KP

strategies and goals• Movement from a doing bias to a facilitating, empowering, engaging bias• Increased awareness of KP environment including future trends, competition, economics• Understanding emotional intelligence factors that impact leadership success• New working and supportive relationships

Audience • 50 participants that lead multiple department managers (e.g. Assistant Administrators, AMGAs, Directors), have already attended MMP, have not yet attended ELP, will probably stay with KP another five years, and high potential for progression

Method Week-long residential program that focuses on:• Prework: 360 leadership profile, sponsor meetings, orientation session, and identification oflchallenging

leadership situations • Event: 360 feedback results, simulations, interactive experiences, exposure to new tools and concepts (“Play to

Win”), individual development plan, onsite sessions with coaches, learning teams assigned by geographical-closeness

• Post-program Application: 4 coaching sessions, development of Renewal Project for own medical center, second 360 leadership profile, sponsor meetings, and meetings with feedback responders to share development plans

• Role of Sponsor/Manager: observation of behavior, feedback, review of action plans, explanation of key tool they will use, and agreement to sponsor renewal event

• Core components: Senior leadership involvement, personal assessment, advanced content, simulations, one-on-one follow-up and coaching

• Core content: leading in complex systems, new realities of leadership, the results model, play to win (vs play to lose), creating a culture of safety and service excellence, 360 leadership profile feedback, having real conversations, listening to understand, collaborative innovation, action planning

• Staff: Learning and Development Management Consultants, Leadership Consultants, ODPL’s (9 facilitators)

Appendix 5

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PROGRAM NCAL IMPACT CORE NATIONAL SCAL STAR

FOUNDATIONAL SKILLSAUDIENCE = New mgrs and SupsEssential Communication √ To be developed √ √

Essentials for Managers (EFM) √ √ √

Hiring for Service (HFS) √ √ √ √

HR Academy √ √ √

Hallmarks for Supervisory Success √ √ TBD

New Manager Orientation (NMO) √ √ √

Managing Performance of Others √ √ √ √

Think Strategically Act Operationally (TSAO) √ √ TBD

PERFORMANCE LEADERSHIPAUDIENCE = New Dept Mgrs and StewardsOLMP LMP/UBT Courses √ √ √ √

Resolving Conflict in Your Team √ √ Online

Rapid Improvement Model (RIM) √ √ √ √

Facilitative Leadership: 2 modules √ √ √

UBT Service Leadership √ √ √ √

Coaching / Rounding √ √ √ √

UBT Performance Improvement Leader √ √ √ TBD

Leading Diverse Teams √ √ √

EXECUTING STRATEGYAUDIENCE = MIDDLE MANAGERSFacilitative Leadership for Mid Managers √ √ √

Executing Strategy √ √ √ √

Perf Improvement for Operations Leading in Partnership Overview Mid Management Residential Program √MMP √MMLP √MMP √

ADVANCED MANAGEMENTAdvanced Management Program √ √ √ √Executive Leadership Program √ √ √Strategic Leadership Skills √ √ √ √

Examples of Alignment of Leadership ProgramsAppendix 6

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STAR and IMPACT Recommendations: Best of Both

STAR Senior leadership sponsorship and accountability

tracking Clear expectations from start of manager tenure Exemplar managers and subject matter experts

teach operational excellence programs help teach Spirit of celebration and a strong benefit for KP

leaders Operational excellence programs

IMPACT Core curriculum aligned with SCAL, National, and

many STAR programs Enterprise-wide LMS Centrally designed and locally deployed HR Learning Consultant to deliver the core IMPACT

program and support managers and teams in high performance

NCAL IMPACT website Prework and post-course application reinforcement

Both provide: Focus on the critical role of

competent leaders in 21st century health care

Based on KP business needs Core and elective tiered, progressive

curriculum Electives based on IDP or Area need Flexible delivery options Online Essentials for Managers One to two mandatory classes per

year as needed for operational improvement

Participant’s manager involvement

Appendix 7

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STAR and IMPACT Integration: Best of Both

STARStrong senior leadership

accountability and culture

Exemplar managers

also teach

University styleofferings based

on annual IDP

Driven bymanager/mentor

Requirements forfirst 180 days

One to twoclasses/year required to support regionalpriorities

Strong compliance monitoring byleadership

Project managerhelps newmanagers

Clear expectationsfrom start

180-day graduates celebrated annually

Weekly publications

Local websiteand tracking

Skillsoft onlinetraining option

Local online and EFMbusiness modules

Appendix 8

IMPACTLeadership Development

Core and elective programs aligned with Enterprise and SCAL

Online Essentials for Managers

Enterprise-wide LMS

Centrally designed and locally deployed

Delivery by one Senior Learning Consultant per Area

Deliberate and consistent across NCAL

Targeted courses, not

university-style

Reinforcement of training

Supporting performance of managers

and their teams

STAR and IMPACT• Based on local business

needs and operationally driven• Tiered core curriculum• Electives based on IDP or

Area need• Flexible delivery options

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IMPACT coursesCore & Electives2009 Required

Scantron

2009 NCAL Learning and Development IMPACT Deliverables

Residential Programs

Friday 5’s & 6Ds

KP Learn• Registration

• Tracking • Reporting

NEO Redesign

Big 7 Core & Optional

Sharon Weinberg

Bob Leydorf & MCs Nancy Pede

Judith O’Rourke

Brent Victory

EFM

Webinars

Metrics

Bob Leydorf

Fran Finney

Classroom

Scantron

Learning Labs

Online Evals

Sharon Weinberg

IMPACT Website

Courses & IDP

Appendix 9

Leslie Boies

Judy Gee

Leslie Boies

Sharon WeinbergBob Leydorf