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The idea of pay-for -performance (P4P) is hardly new to the health care industry. Dating back to at least the early 1990’s, this model that uses financial incentives to reward and encourage high performance and quality care, has been used by both private and public sector health care organizations.

What is fairly new and certainly interesting is the evolution of payment and reimbursement structures that P4P has influenced. No longer a modest model used sparingly, P4P is now at the heart of health care reform, touching everything from bundled payments, the Centers for Medicare and Medicaid Services (CMS) Value-Based Purchasing (VBP) program, and the CMS’ Shared Savings program for Accountable Care Organizations (ACOs). The evolution of models following the P4P concept has called for health care organizations to move beyond the transactional approach of linking performance to financial incentives to a more strategic approach to the continuum of care that health care providers are now responsible for under the Affordable Care Act (ACA). Changing reimbursement structures are forcing all health orga-nizations to rethink the way they do business and manage their talent.

Join us at TMA’s 6th Annual People in Health Care Summit as we learn how to proactively manage the implication of changing reimbursement structures. Learn new and innovative ways to build a patient centric organization where quality and cost consciousness is an inherent part of your DNA. The idea of pay-for -performance (P4P) is hardly new to the health care industry. Dating back to at least the early 1990’s, this model that uses financial incentives to reward and encourage high performance and quality care, has been used by both private and public sector health care organizations.

What is fairly new and certainly interesting is the evolution of payment and reimbursement structures that P4P has influenced. No longer a modest model used sparingly, P4P is now at the heart of health care reform, touching everything from bundled payments, the Centers for Medicare and Medicaid Services (CMS) Value-Based Purchasing (VBP) program, and the CMS’ Shared Savings program for Accountable Care Organizations (ACOs).

The evolution of models following the P4P concept has called for health care organizations to move beyond the transactional approach of linking performance to financial incentives to a more strategic approach to the continuum of care that health care providers are now responsible for under the Affordable Care Act (ACA). Changing reimbursement structures are forcing all health organizations to rethink the way they do business and manage their talent.

Join us at TMA’s 6th Annual People in Health Care Sum-mit as we learn how to proactively manage the implica-tion of changing reimbursement structures. Learn new and innovative ways to build a patient centric organiza-tion where quality and cost consciousness is an inher-ent part of your DNA. You will not want to miss out on this three-day learning summit where you will benefit from best practices, case studies, tools and frameworks that will push the envelope and strengthen your talent management strategies so that your organization can increase its profits and avoid penalties.

Network with Speaker Faculty and Event Participants including:

C-Suite Executives, Vice Presidents, Directors, Managers and Team Leaders with responsibilities in:

• Human Resources• Talent Management• Talent Acquisition & Recruitment• Engagement & Retention• Leadership Development• Organizational Development/Effectiveness• Human Capital Strategy• Learning & Development

Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare

HRCI ApprovalThis program, has been approved for 15 HR (General) re-certification credit hours toward California, GPHR, HRBP, HRMP, PHR, and SPHR re-certification through the HR Certification Institute.

The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute’s criteria to be pre-approved for recertification credit.

Speakers include:• Dr. Ronald Copeland, SVP National Diversity & Inclusion Strategy and Policy & Chief Diversity and Inclusion Officer, Kaiser Permanente

• Cynthia Bryan, Vice President Human Resources, Didi Hirsch Mental Health Services

• Kurt Heikkinen, President & CEO, Montage

• Corey Jackson, Vice President Talent Management Operations, Parkland Health & Hospital System

• Arthur Ferrell, Director Employee Relations, Parkland Health & Hospital System

• Michael Dixon, Director Talent Management Strategy, Parkland Health & Hospital System

• Kurt Olson, System Vice President Talent Management & Organization Effectiveness, OhioHealth

• Veronica Zaman, Corporate Vice President Human Resources & Learning, Scripps Health

• Cheryl Johnson, Director Talent & Organizational Effectiveness, Banner Health

• Erika Duffy, Interim Director Talent & Diversity, Sutter Health

• Cameron Kennedy, Former Director of HR Analytics, DaVita

• Gail Lerch, Executive Vice President Human Resources and Organization Effectiveness, Hawaii Pacific Health

• Janice Buehler, Director Recruitment & Workforce Planning, Cedars-Sinai Health System

• Pamela Greenhouse, Executive Director Patient & Family Centered Care Innovation Center, University of Pittsburgh Medical Center

• Leslie Solomon, Director Organizational Development, Palomar Health

• Marcia Faller, Chief Clinical Officer, AMN Healthcare

• Lisa Cannata, Chief Learning Officer, Orlando Health

• Debbie Kiser, Vice President Learning & Development, Novant Health

• Tim McNamara, Senior Vice President Human Resources, Upper Allegheny Health System

• Ted Kinney Ph.D., Director Research and Development, Select International

• Todd Prigge, Director of Training and Organizational Development, Stanford Health Care

• Robin Rose, Vice President of the Healthcare Resource Group, HealthStream

• Jimmy Glenos, Director Learning Institute, MorseLife Health System

• Yvonne Gardner, Former Vice President Talent Management & Organization Effectiveness, Sutter Health

• Steve Terry, Senior Organizational Effectiveness Consultant, Intermountain Healthcare

• Debra Walker, Vice President Health Care Practice, Development Dimensions International

• Grace Greenan, Director of Talent Utilization, Virginia Hospital Center

• Lisa Christensen, Manager of Partnerships and Business Development, College For America

• Melissa Goldberg, Senior Workforce Strategist, College for America

• Travis Furlow, President, Clinical Magnet

• Michelle Phillips, Supervisor Talent Acquisition, Penn Medicine

• Alison Jones, Regional Director Talent Acquisition, HCA

• Jody Henderson, System Director Talent Acquisition, HonorHealth

• Ian Cook, Director Product Management, Visier

• Elliott Clark, Chief Executive Officer, HRO Today

• Michael Demarco, Director Educational Development, Talent Management Alliance

Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare

Wednesday January 13th, 2016

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8:00am Chairperson Opening Remarks

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Opening Keynote: The Power of People - Keys to Achieving World Class Results in Employee Engagement Hawai‘i Pacific Health, one of the largest employers in the state of Hawai‘i, is a four time winner of the Gallup Great Workplace award.

Health care’s increasingly complex future requires leadership skills and an engaged workforce that are different than those that have brought success in the past. Hawai‘i Pacific Health recognized this shift and instituted a multi-faceted development program for leaders, physicians, and staff that focuses on key leadership skills, talent devel-opment, support and reward and recognition of our team. This session will provide you with strategies and tactics that Hawai‘i Pacific Health has used to turn itself into a world class employer and health care provider with a highly engaged workforce.

By the end of the presentation, the participant will be able to: Integrate into their leadership initiatives specific and relevant knowledge and skills for developing an engaged workforceReplicate successful programs for engaging employees and delivering world class business results Gail Lerch, Executive Vice President Human Resources and Organization Effectiveness, Hawaii Pacific Health

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Be More Patient-Centric by Being More Candidate-Centric - How Video Interviewing Helps Address Today’s Candidates and Their Expectations

Every organization needs to evaluate just how much time to spend with candidates vying for a job opening. If you go too far to one side, the team cannot possibly do its job efficiently. But if you go too far to the other side, candidates walk away with a bad impression of the organization. Nowhere is this more challenging than within the healthcare industry as you have a well-crafted consumer brand to uphold. Through independent research, the majority (68%) of job seekers shared that they have higher expectations about how they will be treated when going through the hiring process at a healthcare company. They expect more from you, your processes and your recruiters. Join us for this panel-style session to hear from talent acquisition practitioners who have implemented change by adding interviewing technology into their hiring process. During this session you will learn:

• Practical examples on automating early screening while still engaging the job candidate.• Best practices for creating a hiring process where even those who are rejected exit feeling positive about the employer.• Definitions and explanations of video interviewing and voice interviewing: what it is and how it’s different than “free” chat resources.

Moderator: Kurt Heikkinen, President & CEO, Montage

Panelists:Travis Furlow, President, Clinical MagnetMichelle Phillips, Supervisor Talent Acquisition, Penn MedicineAlison Jones, Regional Director Talent Acquisition, HCAJody Henderson, System Director Talent Acquisition, HonorHealth

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Wednesday January 13th, 2016

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Taking Talent to New Heights

Learn how Virginia Hospital Center created an Emerging Leaders Program and Developing Leaders Program, with a 3-part coaching series on putting strengths into action. Grace Greenan, Director of Talent Utilization, Virginia Hospital Center

Presented by TalentPlus

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2015 Registered Nurse Survey Results – The Impact of Impending Surge in Nurse Retirement The 2015 Survey of Registered Nurses identifies and evaluates the responses of more than 7,000 nurses on topics from career paths to professional concerns. The survey presentation will focus on the results in key areas including: the dimensions, timing and impact of an impending surge in nurse retirement; high interest in education among younger nurses; and overall career and job satisfaction among nurses. We will explore how these changes will impact healthcare organizations and patient care delivery. We will propose strategies that organizations might employ to anticipate and to effectively respond to these challenges.

Marcia Faller, Chief Clinical Officer, AMN Healthcare

11:4

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Looking to the Future - Intermountain Healthcare Develops Transformative Leaders

Bold change requires transformational thinking to produce the essential organizational shift. Intermountain Healthcare aspired to more than small changes to their leadership, so they didn’t make incremental changes to their development program. Instead, they aimed for big sky thinking, paused to address the real needs of their leaders and set their sights high.

Learn about Intermountain Healthcare’s brave leadership decisions, how they tackled their entire leadership pipeline and how they responded to organizational change by defining the future state of their leadership.

Steve Terry, Senior Organizational Effectiveness Consultant, Intermountain HealthcareDebra Walker, Vice President Health Care Practice, Development Dimensions International

12:30pm Luncheon

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Wednesday January 13th, 2016

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The Datafication of HR - Graduating from Metrics to Analytics

Today, modern healthcare organizations are under pressure on multiple fronts. As the workforce ages and more baby boomers retire, the balance of power in the healthcare labor market continues to shift toward workers. Turnover is high, and hospitals perennially face a shortfall of skilled staff. Meaningful employee engagement — a key driver of healthcare quality — is now a critical issue. Yet healthcare metrics do very little to deliver true insight into workforce topics.How can healthcare organizations respond to these pressures? Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions. Join expert Ian Cook as he discusses how HR can play a more critical role driving healthcare performance than ever before. He will discuss how you can graduate from metrics to analytics, ramping up from operational reporting to strategic analytics and planning.

Topics will include:

• Trends shaping the Datafication of HR in the healthcare industry• How HR can climb the workforce intelligence maturity curve, defining key terms and concepts• The future of HR as a strategic advisor, with examples of how to graduate from metrics to analytics in: ◌ Talent Retention ◌ Employee Engagement ◌ Recruiting Effectiveness ◌ Workforce Costs ◌ Common pitfalls to avoid

Ian Cook, Director Product Management, Visier

HiPos in Healthcare - Ideas for 2016 and Beyond

A combination of the Affordable Care Act and an improving economy continues to create a fluid talent scenario for healthcare systems, creating new pressures for already-stressed talent manag-ers. Healthcare systems cannot afford to lose those physicians, nurses, nursing managers, or other crucial professionals who have proven themselves to be good fits both professionally andculturally.

These are not only the top performers today, but in many cases, the leaders of tomorrow. Within this environment, talent managers are doing all they can, but to some extent, their hands are tied by budget-ary restraints. While short-term, albeit costly, fixes to reduce turnover may exist – such as one-time-only bonuses and other forms of golden handcuffs – re-cent TMA research suggests that honing in on High Potentials (HiPos) makes more sense over time.

As the industry has already improved in its ability to acquire and on-board the right talent, a next logical step is to create both a program and talent atmosphere that both reinforces and rewards that right talent. Join TMA’s Director of Educational Development for a discussion on HiPos in Health-care, including ideas for implementation when HR budgets remain tight.

Michael Demarco, Director Educational Development, Talent Management Alliance

2:15pm - 2:20pm Time for changing rooms between breakout sessions

Wednesday January 13th

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Eliminating Performance Reviews – What Can Healthcare Learn From the “No Performance Review” Movement

For many organizations, the phrase “attract, retain and motivate top talent” is no stranger. Organizations imple-mented pay for performance systems with the belief that if an organization’s goals were clear, individual goals were aligned and staff were recognized for differentiated (high) performance, individuals would be clear about what is required and organization performance would soar. We bought software that “cascaded” annual goals, tracked completion of reviews, asked managers to sum up performance in a rating and, in many cases, tied this to compensation decisions. In a health care world of faster paced decision making and complex challenges requiring staff to work in mul-tiple, changing teams to solve problems, is your perfor-mance management system helping or hindering your success? In this session, we will discuss:

• Major trends in the “no performance review” movement.

• What can healthcare leaders can learn from leaders in other industries who have eliminated performance reviews?

• How can you start the “is our performance manage ment system working” dialogue in your organization in a way that makes sense for your organization?

Yvonne Gardner, Former Vice President Talent Management & Organization Effectiveness, Sutter Health

Lean Transformation Journey in Recruitment

Today’s Recruiter and Human Resources professional in healthcare face more challenges than ever. Shortages of nursing and healthcare workers are re-emerging. Hospitals and healthcare providers are being expected to increase quality, productivity and patient safety.

Technology and Social Media is changing the way that everyone works. The session describes the Lean Transformation Journey and provides practical tips and tools to effectively review and implement “high impact” changes in recruitment.

Janice Buehler, Director Recruitment & Workforce Planning, Cedars-Sinai Health System

3:05pm Afternoon Networking Break

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Engaging Team Members to Connect to the Purpose of Their Work - A Talent Management Strategy

Healthcare is one of the most mission-driven and pur-poseful industries one can enter. Healthcare providers often forget the importance of the work they do and how they make a difference in the lives of others. Align-ing your talent management strategy to connect with the purpose of what we do seems like a simple approach; but it requires continued nurturing and reinventing in the volatile, uncertain and complex world of healthcare. All aspects of the patient experience are impacted positive-ly, if you have strong leadership with continued commit-ment to developing talent and connecting to purpose in our ever-changing industry. In this session we will focus on the how you can design your own talent management strategy to align with the mission and purpose of what we do. The emotional con-nection through story-telling, team building, and de-velopment can emphasize the purpose of our work in health care. Learn how effective and engaging learning design can make all the difference in helping your talent perform at their best with patient experience in mind.

Lisa Cannata, Chief Learning Officer, Orlando Health

Creating a Service Oriented Culture that will Help Frontline Workers Succeed

The success of any performance-based model, re-lies heavily on an excellent customer experience and in doing so the role of frontline employees often comes up. The importance of employee en-gagement is critical here, since it can effect HCAHP scores and VBP reimbursements.

The foundation of engagement and quality custom-er services lies within having a great culture. In this session we will discuss how to truly create a cus-tomer service culture with a particular focus on a pool of talent that has significant points of contact with patients- your frontline workers. Learn how to build an environment where your talent will make decisions that are right for your customers. Learn how to build cultures that reinforce customer-cen-tric attitudes and behaviors.

Kurt Olson, System Vice President Talent Management & Organization Effectiveness, OhioHealth

4:15pm - 4:20pm Time for changing rooms between breakout sessions

4:20pm 10 Healthcare Trends that Will Redefine Talent Management

Through extensive research and discussions with healthcare executives throughout the U.S., Robin Rose brings together the key events shaping the healthcare industry today and outlines implications for today’s decision makers. Healthcare is undergoing a time of disruptive innovation in which new models of care, new market entrants, new technologies, and new types of leadership are emerging. The industry we are quickly moving to is quite different from the one we know today, and it is imperative that healthcare leaders adapt their thinking to the new realities. By bringing together such far-ranging topics as meaningful use, population health management, telemedi-cine, workforce development, the rise of retail-based clinics, and pay-for-performance, Rose will paint a picture of the industry over the next several years. She will discuss the impact of these changes on talent management and leadership development and provide the information you need to be successful in steer-ing your organization through these turbulent times. Robin Rose, Vice President of the Healthcare Resource Group, HealthStream

5:05pm Summit Day 1 Sessions Conclude, Cocktail & Networking Reception to follow immediately after conclusion

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Thursday January 14th, 2016

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8:00am Opening Chairperson Remarks

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Opening Keynote - Cultural Competence in Accountable Care Now that healthcare reform law mandates that all Americans have access to health care, the industry’s client base has dramatically diversified. In order to give quality care and obtain full reimbursements, organizations must enable their talent to thrive and succeed in cross-cultural situations. The best way to do so is by building cultural competence organization wide.

In this session, we will discuss how you can create a set of desired behaviors, attitudes, and policies that came together in a system, and helped create a strategy for effectively working in cross-cultural situations and en-suring quality patient care and satisfaction.

Dr. Ronald Copeland, SVP National Diversity & Inclusion Strategy and Policy & Chief Diversity and Inclusion Officer, Kaiser Permanente

9:00

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HR in the ER - Healthcare Faces the Greatest Workforce Challenge but Underinvested in Talent Management Lost revenue opportunities, reduced occupancy, patient care quality – all are directly impacted by a healthcare facility’s ability to hire and retain a qualified, fully-staffed clinical workforce. Yet, according to a new research report, Human Resource departments remain one of the most under-resourced and overtaxed groups within healthcare. Join Elliott Clark, Chairman and CEO of HRO Today, and Travis Furlow, President of Clinical Mag-net, as they discuss the challenges, insights and solutions explored in the recently concluded re-search program among U.S. healthcare facilities and systems, HR in the ER; Healthcare Faces the Greatest Workforce Challenge but Underinvested in Talent Management.

Elliott Clark, Chief Executive Officer, HRO TodayTravis Furlow, President, Clinical Magnet

Presented by Supplemental Health Care

9:45am Morning Networking Break

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Using Big Data to Recruit Millennials

Millennials’ reliance on social media has created a wealth of behavioral data that is readily available. They are clearly the most tech savvy generation, and their social media activity leaves behind a digital trail of their com-munications, points of interest, and locations visited.Hear Kris Cooper, CHRO for MorseLife, a premier provider of senior healthcare and housing services, detail the data-driven strategy he leverages to attract and recruit millennials. He will examine how to analyze big data, use big data properly to find the right pools of candidates, and how to weigh the data points to provide the best possible fit.Attendees will also learn:· What you need to know about millennials· How to use big data to attract millennials· How big data and social media are converging· How to increase recruiting efficiency and boost retention

Kristofer Cooper, Chief Human Resources Officer, MorseLife Health Systems

Presented by SkillSurvey

Thursday January 14th , 2016

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The Practical Talent Challenges of Moving to a High Performance Culture Upper Allegheny Health is a microcosm of the challenges facing most organizations: They are moving to a high performance, integrated system from two very different hospitals, in a challenging market, under new leader-ship. The new culture requires new talent strategies. The vision requires a new workforce. Learn how the system is redefining performance, and building a talent system as the foundation for the change. How is a small community health system adopting the selection strategies of companies like Toyota and what are the practical challenges of shifting to a performance and metric-driven culture? Attendees will:· Discuss the role of talent in driving organizational culture· Learn about the cultural impact of moving to a high performance culture· Learn how to build a selection system built on high performance behaviors· Learn about strategies to build a middle management team capable of supporting high performing staff

Tim McNamara, Senior Vice President Human Resources, Upper Allegheny Health System Ted Kinney Ph.D., Director Research and Development, Select International

11:4

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Ensuring the Continuum of Care - The Evolving Roles in Care Coordination Patient navigator, community health worker, patient representative, care coordinator—the Affordable Care Act (ACA) has changed the way frontline healthcare workers support patient care. The unfolding effects of the ACA in combination with pending demographic shifts (i.e. increasing number of aging baby boomers) are leading to a greater demand for the frontline roles often referred to as the community health worker (CHW) and the patient representative. Typically, the CHW works to reduce the number of people suffering from preventable diseases, while the patient navigator supports patients who do require treatment (and their families). Yet job descriptions for these roles vary widely by geography, demographics, and health system objectives. At a time when patient outcomes carry a significant weight in healthcare’s landscape and reimbursement structures, all measures should be taken to ensure a continuum of care. In this interactive session, College for America at Southern New Hampshire University will share current research and case studies and seek participant feedback on the competencies and skill sets care coordinators need to ensure a continuum of care that has a focus on preventive care and the processes of current and aftercare.

Melissa Goldberg, Senior Workforce Strategist, College for AmericaLisa Christensen, Manager of Partnerships and Business Development, College For America

12:30pm Luncheon

Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare

TMA strictly enforces an attendance policy to guarantee the best possible experience for our speakers and attendees. TMA maintains a 70/30 split between practitioners from end user companies and vendors that provide talent management and recruitment solutions. www.the-tma.org

The TMA Difference

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Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare

The TMA Difference

Thursday January 14th, 2016

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Hiring for Fit Not for Failure - Recruitment Strategies with Patient Safety in Mind

Patient safety has always been the utmost concern in the health care industry. But now, with patient safety influencing reimbursement structures and holding the balance between payment and penalty, it has a renewed sense of importance in all health care facilities.

In this session we will look at recruitment strategies thatattracts the talented health care workers that will make or break you in the area of patient safety. Learn how to target ideal candidates that will reduce incidence of patient safety issues and help deliver the level of care needed for success and full reimbursement!

Cynthia Bryan, Vice President, Human Resources, Didi Hirsch Mental Health Services

Learning for the Millennial - An Out-of-the-Box Approach

With a passion for instant gratification, accelerated growth and social media, millennial talent is one of the brightest and most complex talent pools to manage. And when it comes to the training and development that the industry demands in the wake of the emphasis on quality care, employers find that providing millen-nials with the education needed in way that allows for knowledge retention can be challenging. You don’t want to miss this session as we discuss suc-cesses in designing learning and training programs that include the right balance of traditional classroom learning, practical knowledge application, competency assessment and more. Gain insights on costs and re-sources associated with designing successful learning and training programs for Gen Y talent.

Veronica Zaman, Corporate Vice President Human Resources & Learning, Scripps Health

2:15pm - 2:20pm Time for changing rooms between breakout sessions

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Healthcare Succession Planning – Strategies to Effec-tively Develop Your Leadership Pipeline

A perfect storm is on the horizon for human resources ex-ecutives. Labor shortages, the impending retirement wave, and a multi-generational, increasingly diverse workforce with inadequate numbers of prepared future leaders all combine to create a real healthcare leadership crisis. Suc-cession planning and leadership development have become increasingly more important as strategic initiatives to address these challenges. Traditional methods of replacing talent will not accommodate all the vacancies expected to plague healthcare organiza-tions in the coming years. Leaders should focus on identifying potential gaps of key talent and adapting or creating programs to address organizational need. Attention should be placed on capturing the intellectual capital existent in the organization and developing diverse groups of leadership candidates. This session will share strategies to achieve effective succession management that identifies and develops leadership talent to ensure a capable, qualified and available leadership pipeline.

Erika Duffy, Interim Director Talent & Diversity, Sutter Health

Building and Utilizing a Sustainable Human Capital Analytics Capability

In this session, you’ll learn about how to build and enhance your human capital analytics capability from an individual who spent the last two years transforming the HR Analytics function at a large health care provider.

Join us as he shares his perspectives on taking the journey from basic reporting to providing sophisticated analytical insight, focusing on:

• Developing and growing your human capital analytics capability• Using data as a valuable input to determine HR strategy• Advanced human capital analytics trends

Cameron Kennedy, Former Director of HR Analytics, DaVita

3:05pm Afternoon Networking Break

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Assessing Capability in Emerging Leaders – Best Practices at Banner Health

Many are starting to think about their organization’s future leaders, and unfortunately the forecast is bleak. As current senior leaders begin to exit the workforce, the gaps in pipeline are becoming more prevalent. As a next step, executives have intensi-fied their focus on identifying and developing their future leaders, and assessments are a great way to start this process. Assessing all talent, but especially our leaders for the right skillsets and competencies is a necessary practice. As executives strive to meet financial goals in this cost conscious environment, talent execu-tives should be doing everything they can to ensure they have the right leaders in place with the skills and the capability to do the job and do it superbly. And in this session, we will share some of the best practices that Banner Health has employed to as-sess and prepare leaders as others begin to exit the workforce.

Cheryl Johnson, Director Talent & Organizational Effectiveness, Banner Health

Action Learning - A Key to Changing Organizational Culture

It takes action to change behaviors, and changing behaviors im-pact cultural norms. Designing programs that are experien-tial, address real time issues, and include time for reflection and dialogue create the space for learning. Building action learning into programs for front line team members as well as leaders can result in a culture change that enhances performance and improves the patient experience.In this session, we will share four programs that include action learning methods and discuss the organizational impact. These programs are focused on:

· High potential leadership development for directors and vice presidents· Group mentoring for supervisors and managers to enhance team member engagement· Leadership orientation for new leaders in the organization· Delivering compassionate care for front line team members Debbie Kiser, Vice President Learning & Development, Novant Health

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Friday January 15th

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Maximizing Efficiently with Partnerships - HR Business Partners and Employee Relations Partnering to Build a Framework for Success The HR Business Partner and Employee Relations functions have traditionally operated in silos, but in this session we will should how these two arms of the organization can work together harmoniously with the end result of building a culture with heightened performance and a patient centric culture.

Join us Parkland Health & Hospital System shared the journey they have embarked on to get these dif-ferent areas with various goals to come together and build and excellent service culture. Learn about the necessary steps and best practices to reinvigorate your culture and standard of performance.

Corey Jackson, VP Talent Management Operations, Parkland Health & Hospital SystemArthur Ferrell, Director Employee Relations, Parkland Health & Hospital SystemMichael Dixon, Director Talent Management Strategy, Parkland Health & Hospital System

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Building Physician Leadership for Strategic Advantage

Physician leadership continues to be of utmost importance in the industry, now charged with leading teams of excellence, physicians play a pivotal role in the overall patient experience.Developing physicians and providing them with the tools to have continued success is not only good forbusiness but also serves as a means to engage physicians, especially those with the highest potential.

In a non-employed physician model, building physician leadership and culture can be challenging. In this session we will share effective strategies to engage physicians and build leadership potential so that physicians culture supports strategy and operational excellence.

Leslie Solomon, Director Organizational Development, Palomar Health

10:00am Morning Networking Break

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The People Side of Change - Supporting Cultural Transformation

One constant in the world today is change; and a crucial role leaders play today is leading staff through these changes. They do this by conducting effective discussions and utilizing “physical process” to minimize the negative effects that change has on morale, teamwork and productivity. This presentation will introduce multiple integrated change lenses that will enhance the audiences skills in recognizing and dealing with people’s thoughts and feelings to move them effectively through the change. By attending this session, participants will learn how to:

• Identify the “burning platform” of change for your organization and function.• Identify three distinct levels of change in the workplace: organizational, team and individual levels and match these levels to the appropriate change method to move team forward.• Understand and experience how the use of “physical process” can support teams as they discuss change in their environment.

Todd Prigge, Director of Training and Organizational Development, Stanford Health Care

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Healthcare Workforce Engagement and Culture Change Through Shadowing and the Patient and Family Centered Care Methodology & Practice

The Patient and Family Centered Care Methodology and Practice (PFCC M/P) is an experience-based design methodology that creates collaboration between patients, families, and the care team in co-designing ideal care experiences. This approach is simple, replicable, and sustainable and can be used in any healthcare settingin a way that engages the workforce and leads to true culture change.

This presentation will describe the six steps of the PFCC M/P including the low cost, high-impact tool, Shadowing, which allows the care team to identify actionable opportunities for improvement in a way that creates a sense of urgency to drive and sustain change. The presentation will provide real-world examples from the over 500 PFCC projects that have been completed around the world, to date – in clinical areas as diverse as trauma services, outpatient mental health, bariatrics, and long-term care.

Pamela Greenhouse, Executive Director Patient & Family Centered Care Innovation Center, University of Pittsburgh Medical Center

12:00pm Conference & Day 3 Sessions Conclude

Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare

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3 Day Conference $1,695.00

Conference Details

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Registration Information

Attendee Name

Title

Company

Address

City State/Province Zip/Postal

Phone Email

Payment Information

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Type Visa Mastercard AMEX Discover

City State/Province Zip/Postal

Make Checks Payable in US Dollars to:Talent Management Alliance re: People in Healthcare960 W 41st Street Suite 110 Miami Beach FL, 33140

Reference: Please fill out & include registration form with payment.

Payment Policy: Payment is due in full at the time of registration and includes lunches and refreshments. Your registration will not be confirmed until payment is received and may be subject to cancellation. Please go online to: http://bit.ly/pADvji to view our cancellation policy.

Fax form to 281-552-8914, Call 888-339-9599 or Email info@the-tma.org

Expiration Date Security Code

• Complimentary WiFi access and complimentary transportation within a 5-mile radius. • Located near Flower Hill Mall and Del Mar Plaza shopping centers. • 6,000 sq. ft. Del Mar Ballroom, perfect for a Del Mar wedding or special event. • Across the street from the famous Del Mar Racetrack and Del Mar Fairgrounds • Fresh, modern cuisine from our coastalKITCHEN restaurant, with daily happy hour specials

HILTON SAN DIEGODEL MAR

Venue Information

www3.h i l ton .com

Contact Us: 888-339-9599 x501 info@the-tma.org | www.the-tma.org/healthcare