Department Chairs and Hospital Directors Expectations and Development

1. Department Chairs and Hospital DirectorsExpectations and Development AAVC Annual Meeting March 31 and April 1 2011

2. Expectations and Development for Clinical Department Chairs/Heads and Hospital Directors • Many competencies and expectations are the same • Can be shared position in certain situations • Differences in skill sets and expectations for 2 positions do exist • Setting expectations and creating development plan is really part of overall strategic talent management system

3. Strategic Talent Management System Development CompetencyModel Selection and Hiring Performance Management Succession Management UMN Office of Organizational Effectiveness

4. Expectations and Development for Clinical Department Chairs/Heads and Hospital Directors • Goals for the presentation • Review expectations based on survey of past JAVMA advertisements (chairs and directors) • Discuss expectations or competencies that have been developed by UMN leadership competency model • Discuss options for leadership skill development • Questions and comments from the group, anytime!

5. Expectations for Clinical Department Chairs/Heads and Hospital Directors A review of the job duties listed in JAVMA advertisements for recent searches for clinical department chairs and hospital directors identified an important list of expected duties for each position. What is stated in advertisements is used by search committee in the selection process and then repeated in letter of offer and in formal review process.

6. Clinical Chair Duties • Establish a vision for the future direction of the department’s educational, research and clinical service programs • Develop departmental strategic plan to support departmental vision and predict the resources needed to achieve these goals. • Serve as chief administrative officer and provide academic and administrative leadership for the department • Organize the resources and facilities necessary to support departmental programs including developing departmental budget and monitoring and overseeing all departmental resources (fiscal, human, facilities, and capital)

7. Clinical Chair Duties • Participate in the development of interdepartmental and intercollegiate programs in support of the department’s mission to achieve excellence • Recruit, hire and retain high quality students, faculty and staff • Oversee, mentor, and enhance the development and opportunities for faculty, staff, and students while ensuring a high-quality and respectful learning and work environment • Establish effective mechanisms for faculty input and involvement in activities of the department and appropriate governance on matters relating to the department’s mission

8. Clinical Chair Duties • Coordinate activities of faculty in accordance with the department goals, objectives and plans including active engagement with faculty in goal setting and performance management • Communicate effectively with students, faculty, staff, academic and industry partners, federal and state funding agencies, donors, alumni, and institutional leaders • Work cooperatively with the hospital leadership to promote outstanding clinical service, teaching and research • Participate in the departmental teaching, research and service programs

9. Clinical Chair Duties • Participate in the development of collegiate policy and support these policies within the department • Represent the department to the college, its leadership councils, and external constituencies • Participate in the development of collegiate strategic planning • Support the development of fundraising efforts within the context of the College and University

10. Hospital Director Duties • Serve as the chief operating officer of the hospital • Lead the development and implementation of the hospital strategic plan • Develop, implement and provide oversight for hospital systems and policies to ensure efficient and fiscally sound operations while maintaining a high standard of care and service and effective communication with referringveterinarians, other customers, staff, students and the community • Lead the development of new services, business models and partnerships in conjunction with the department chairs

11. Hospital Director Duties • Participate with the department chairs to promote outstanding clinical service, teaching and research programs • Optimize operational performance and organizational efficiency while ensuring effective management of human, financial and physical resources • Ensure compliance with all applicable regulatory agencies • Promote the philosophy, values, and missions of the University and the College

12. Hospital Director Duties • Supervise employees including hiring, discharging, assigning work, incentive and reward systems, disciplining and managing grievances. • Represent the hospital on the collegiate leadership committees. • Evaluate the clinical performance of faculty and collaborate with department chairs in annual faculty evaluations • Establish a positive working climate that demonstrate a culture that values diversity, respect, fairness, and dignity at all times for all members of the hospital community

13. Strategic Talent Management System Development CompetencyModel Selection and Hiring Performance Management Succession Management UMN Office of Organizational Effectiveness

14. Chair and Director Level Competencies • Four Major Categories • Strategic Leadership • Results Leadership • People Leadership • Personal Leadership • Select for, monitor and manage, mentor and develop and plan for succession • All are important UMN Office of Organizational Effectiveness

15. Chair and Director Level Competencies • Strategic leadership or thought leadership • Creates vision and thinks strategically • Demonstrates scholarly leadership • Uses financial acumen UMN Office of Organizational Effectiveness

16. Chair and Director Level Competencies • Strategic leadership or thought leadership • Creates vision and thinks strategically • Uses strategic planning process to engage stakeholders

17. Chair and Director Level Competencies • Strategic leadership or thought leadership • Creates vision and thinks strategically • Balanced Score Card Initiative • To better ensure alignment of activities to our vision and strategies • To improve both internal and external communications • To monitor organizational performance against strategic goals • Metrics identified consistent with values and goals • Address both productivity and accountability

18. Chair and Director Level Competencies • Strategic leadership or thought leadership • Demonstrates scholarly leadership • Nurtures a culture within department/hospital that challenges others to generate breakthrough ideas, collaborations and partnerships and then champions those initiatives, “bask in the reflected glow” • Personal scholarly activities (teaching, research, service) UMN Office of Organizational Effectiveness

19. Chair and Director Level Competencies DVM Tuition DVM Tuition O&M Dept. O&M UG, Grad Tuition Dept. ICR’s External Sales/Contracts ICR’s UG, Grad Tuition VDL/VMC/ CAHFS Salary Savings Salary Savings Gifts/ Endowments NEW IDEAS • Strategic leadership or thought leadership • Uses financial acumen • Understands collegiate and university budget model and financial drivers Joint Appointments Traditional Model “scarcity mentality” “red ocean strategy” Future Model “abundance mentality” “blue ocean strategy”

20. Chair and Director Level Competencies • Strategic leadership or thought leadership • Uses financial acumen

21. Chair and Director Level Competencies • Results leadership • Ensures execution • Manages HR systems and issues • Fiscally responsible UMN Office of Organizational Effectiveness

22. Chair and Director Level Competencies • Results leadership • Ensures execution • Drives needed change while maintaining operational effectiveness • Recognizes strengths of faculty and staff and delegates appropriately UMN Office of Organizational Effectiveness

23. Chair and Director Level Competencies • Results leadership • Ensures execution • Obtains and then mobilizes the resources needed by department or hospital to achieve strategic objectives (financial, staff, space, facilities, and external partnerships) • Achieves balance between personal career and leadership/administrative duties, can’t be the bottle neck UMN Office of Organizational Effectiveness

24. Faculty Annual Report of Accomplishment Merit Committee Review and Recommendations Merit Review and Goal Setting meetings with Chair Staff Employee Self Evaluation 360° Feedback Solicited from Peers Supervisor Review with Employee Chair and Director Level Competencies • Results leadership • Manages HR systems and issues • Hold faculty and staff accountable for achieving goals through engaged performance management • Ensures HR best practices and respectful workplace

25. Rational for Implementing Performance Management • Increased awareness of importance of employee (faculty and staff) engagement • Employees feel part of the organization • Employees understand where they fit • Their effort is focused on key objectives • Supplements and enhances strategic planning and strategic management processes • Declining resources • Recessionary impact on clinical revenues and external sales • Reduced State O&M funding • Growing recognition of performance management as the key to ensuring productivity and accountability

26. Veterinary Medical Center Performance Management • Build Top Leadership Support and Accountability • Leadership and supervisors as part of their review are held accountable for the reviews of those they supervise • Increased emphasis on Supervisory Training for staff supervisors • Performance Review tools and checklist developed • Identification of additional HR resources to support supervisors • Skill development • Coaching/mentoring performance management process • 95% completion rate for Civil Service and Bargaining Unit Employees • 100% completion rate for Faculty and Clinicians • Supervisors put plans in place for those not meeting expectations • Training, skill development, performance plans

27. Implementation of iDashboards • What is it? • Software program in use by the Veterinary Medical Center and College • What does it do? • Brings strategic plan to life; real time • Focuses team on key performance indicators • Reduces dependency on IT, HR, Accounting • Standardizes metrics and reports • Makes it easy to communicate progress

28. VMC iDashboard Thermometer chart for focusing on 4th quarter Hovering over service shows specific graph Running ticker provides up-to-date news

29. Key Performance Indicators at the Service Level (e.g. Dentistry)

30. VDL Financial Perspective

31. CVM Educational iDashboard

32. Implementation of iDashboards • Dependent on good data (it can always be better!) • Difficult to balance quantity of information • Should be automated as much as possible • Requires standard processes • Best if driven by balanced scorecard and used to reinforce strategic priorities

33. Departmental Faculty Performance Metrics • Typical Annual Report of Accomplishments Documents • Courses taught and teaching evaluations • Grants submitted, current funding, publications • Time spent on clinics, income generated, cases seen • Unlimited amount of additional data can be recorded

34. VPM Faculty Financial Metrics VPM Faculty Financial Metrics

35. VPM Faculty Financial Metrics VPM Faculty Financial Metrics “Illuminating” versus “punitive” Used with goal setting discussions Part of discussion on strategic priorities and balanced score card How can you help the department?

36. Performance Management - Performance management vital in times of limited resources • Helps retain the best employees • Helps to better manage less than satisfactory performers • Difficult personnel decisions have more transparency and are more easily addressed • Having ability to provide more detailed information on productivity (iDashboardstool/faculty metrics) reduces the amount of self-definition of job

37. Chair and Director Level Competencies • Results leadership • Manages HR systems and issues • Ensures HR best practices and respectful workplace • Dealing with difficult faculty and staff issues UMN Office of Organizational Effectiveness

38. Chair and Director Level Competencies Manages HR Systems and Issues • Overcoming Natural Reticence/Distaste For Problems • Learning things you’d rather not know and talking about them: • Substance abuse • Safety issues • Personal relationships • Pornography • Remember what it says to everyone else if you fail to act, think of the innocent (90/10 rule) CK Gunsalus

39. Chair and Director Level Competencies Manages HR Systems and Issues • Academic Environment Decentralized Authority • Star system • Principles of academic governance • Academic freedom • Tenure • Grey areas in norms • Essential for Chair and Director to be on the same page CK Gunsalus

40. Chair and Director Level Competencies Manages HR Systems and Issues • Tips and Guidelines for Handling Complaints • Guidelines: • Don’t take it personally • Never act on only one side of a story • Nobody knows what “Everybody Knows” • When in doubt, leave it out • Never attribute to malice that which incompetence will explain CK Gunsalus

41. Chair and Director Level Competencies Manages HR Systems and Issues • Tips and Guidelines for Handling Complaints • Guidelines: • Say what you’ll do; do what you say (set time frames) • In the absence of facts, people make them up; plan accordingly • Keep notes and trust your instincts • Clear statement of expectations can be more powerful than threats and ultimatums • Some problems require formal process CK Gunsalus

42. Chair and Director Level Competencies Manages HR Systems and Issues • Tips and Guidelines for Handling Complaints • Guidelines, trust the process if: • If true, the allegation is very serious • A large imbalance of power between the parties • Volatile personalities or history of problems • Two or more involved parties are sexually intimate with each other • Identify excellent HR professional(s) within your organization and follow their advice CK Gunsalus

43. Chair and Director Level Competencies • Results leadership • Fiscally responsible • Hire financial professional(s) and utilize their skills • Develop and use key metrics (iDashboard, faculty metrics) • Collegiate help more likely for the competent than the helpless UMN Office of Organizational Effectiveness

44. Chair and Director Level Competencies • People leadership • Uses effective communication • Influences and inspires • Builds relationships (stakeholders, partnerships) • Understands positional and personal power and shared governance • Acts as an engaged member of collegiate leadership team and serves on University committees where appropriate None of the above can be done by email alone! UMN Office of Organizational Effectiveness

45. Chair and Director Level Competencies • Personal leadership • Builds trust • Consistent, fair, open to new ideas, credible, ethical, does the right thing • Displays emotional intelligence • Aware of capabilities and development needs • Responds resourcefully to new challenges • Composed, patient, diplomatic, resilient • Personal life is in order UMN Office of Organizational Effectiveness

46. Chair and Director Development University Sponsored Programs • Provost’s Department Chair/Director Leadership Program • Leading the Academic Department • Hiring Faculty and Staff • Mentoring for Success • Demystifying P & T and Post Tenure Review • Planning and Managing Finances • Fostering a Productive, Supportive Department • Compliance and Legal Issues in Higher Education • Dealing with Difficult Issues • Sponsored Projects, Pre and Post Award • University Financial Overview and Budget Model • University Development Organization

47. Chair and Director Development Other Leadership Programs • AAVMC Leadership Programs • CIC (Big 10) Academic Leadership Training • Center for Creative Leadership • Business School Leadership Programs (local, Harvard) • Chair/Director should proactively identify and request support for development plan with Dean

48. Chair and Director Development • Development and mentoring utilizing • 360° assessment • 180° self and manager assessment • Monthly 1:1 reports

49. Monthly Status Report

50. Annual Performance Planning & Appraisals