Human Resources Committee Report Page 1 WRC, Regina April 13, 2016 CHAIRPERSON’S REPORT Meeting of the Human Resources Committee Report for the Meeting of August 4, 2016 Submitted to the Regina Qu’Appelle Regional Health Authority for its meeting of September 21, 2016 Date and Location: The Human Resources Committee meeting of the Regina Qu’Appelle Regional Health Authority took place on August 4, 2016 in meeting room 5 at the Wascana Rehabilitation Centre. The following Regional Health Authority members attended the August 4, 2016 meeting: Brian Barber (Chairperson), R.W. (Dick) Carter, Sean Quinlan, Lois VanDerVelden and Peter Woidyla. Business Arising from Minutes Approval of Agenda HRC #08-16 [Carried]. Moved by S. Quinlan and seconded by P. Woidyla that: the meeting agenda be approved. Declaration of Conflict No conflicts of interest were declared. Approval of Minutes –April 7, 2016 HRC #09-16 [Carried]. Moved by P. Woidyla and seconded by L. VanDerVelden that: the minutes of the Human Resources Committee meeting of April 7, 2016, be approved. Succession Planning Update Chief Executive Officer (CEO) Succession Planning S. Bishop presented the finalized succession plan for the Chief Executive Officer. The Committee members agreed that the process should be stored with the Vice President Human Resources. The following motion was brought forward: HRC #10-16 [Carried]. Moved by S. Quinlan and seconded by L. VanDerVelden that: the Human Resources Committee recommends that the Regina Qu’Appelle Regional Health Authority approves the Chief Executive Officer Succession Plan. Senior Leadership Team (SLT) Succession Plan JP Cullen presented the draft succession plan for the Senior Leadership Team. S. Bishop will provide further information on senior leadership succession planning to the Committee in an informational article. Physician Succession Plan JP Cullen presented A3 Culture of Accountability document on behalf of D.
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Human Resources Committee Report Page 1
WRC, Regina April 13, 2016
CHAIRPERSON’S REPORT
Meeting of the Human Resources Committee
Report for the Meeting of August 4, 2016
Submitted to the Regina Qu’Appelle Regional Health Authority
for its meeting of September 21, 2016
Date and Location:
The Human Resources Committee meeting of the Regina Qu’Appelle Regional Health
Authority took place on August 4, 2016 in meeting room 5 at the Wascana
Rehabilitation Centre.
The following Regional Health Authority members attended the August 4, 2016
meeting: Brian Barber (Chairperson), R.W. (Dick) Carter, Sean Quinlan, Lois
VanDerVelden and Peter Woidyla.
Business Arising from Minutes
Approval of Agenda
HRC #08-16 [Carried]. Moved by S. Quinlan and seconded by P. Woidyla that: the meeting
agenda be approved.
Declaration of Conflict
No conflicts of interest were declared.
Approval of Minutes –April 7, 2016
HRC #09-16 [Carried]. Moved by P. Woidyla and seconded by L. VanDerVelden that: the
minutes of the Human Resources Committee meeting of April 7, 2016, be approved.
Succession Planning Update
Chief Executive Officer (CEO) Succession Planning
S. Bishop presented the finalized succession plan for the Chief Executive Officer.
The Committee members agreed that the process should be stored with the Vice
President Human Resources.
The following motion was brought forward:
HRC #10-16 [Carried]. Moved by S. Quinlan and seconded by L. VanDerVelden that: the
Human Resources Committee recommends that the Regina Qu’Appelle Regional Health
Authority approves the Chief Executive Officer Succession Plan.
Senior Leadership Team (SLT) Succession Plan
JP Cullen presented the draft succession plan for the Senior Leadership Team.
S. Bishop will provide further information on senior leadership succession planning to
the Committee in an informational article.
Physician Succession Plan
JP Cullen presented A3 Culture of Accountability document on behalf of D.
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Stamp
Human Resources Committee Report Page 2
WRC, Regina September 1, 2016
McCutcheon.
Human Resources will continue to work with Practitioner Staff Affairs toward a draft
plan to bring forward to the next Committee meeting for review. The Committee does
not need to approve this plan.
The Committee discussed:
o Who is accountable for the Physician Succession Plan?
o Is the plan only for administrative physicians such as Department Heads?
o The physician plan should align with the CEO and SLT Succession Plans.
Next step: The Committee would like answers to the following questions: Who is
accountable? Who does it apply to? Is it part of Accreditation Standards? JP Cullen
and S. Bishop will work with Practitioner Staff Affairs to provide the Committee with
The Committee reviewed the pre-circulated Chief Executive Officer Performance
Appraisal.
The Committee agreed with following the current process but would like to set 3 or 4
measurable goals for the CEO. Measurable 2016-17 Goals for the CEO will be added
the August 17th
In-Camera Agenda for discussion.
B. Barber will incorporate the Committee’s suggested revisions into the Performance
Appraisal Letter.
Committee members B. Barber, S. Quinlan, L. VanDerVelden, and D. Carter to meet
with K. Dewar to discuss performance appraisal at the earliest convenience.
JP Cullen and S. Bishop outlined an additional opportunity for the CEO to participate in
a 360 Leads leadership development tool. It would be an opportunity for the CEO to
achieve personal growth.
The Committee members agreed that B. Barber and D. Carter will discuss the
opportunity with K. Dewar in August.
Date and Time of the Next Meeting
Wednesday, October 26, 2016 at 4:30 pm.
HR Committee of the Board, August 4th, 2016. Prepared by Sharon Bishop, Director, Workforce Planning and Development
President and CEO Succession Planning Framework
Actions Considerations for the Board
Develop a Board committee for CEO succession process:
Designate a Chair and committee members Will this be the entire Board or a subcommittee? Response: HR Committee suggests a
subcommittee 5-7 members, with physician represntative (RMA-president) and SLT (non-candidate)
Will representation from outside stakeholders be required (i.e. SLT, medical community)?
Create a clear and consistent agenda for the Board- how to ensure all Board members are focused
on the same goal and clearly understand the key competencies of new hire?
Develop Terms of Reference:
Outline purpose What is the role and responsibility of the board in choosing the new CEO?
Define the roles and responsibility of the committee: What role, if any, does the incumbent CEO play in the selection process? Response: align with
best practice- CEO not directly involved
- Final input advertisement
- Review applicants- long list/ short list
Designate decision-making authority
Define committee timetable (frequency of meetings, term of
committee etc.)
Develop CEO Role/ Capabilities Profile: What are the needs, strengths, and areas for improvement for the organization? What are the
potential future challenges?
Conduct organizational environmental scan/ needs assessment Based on the future strategic direction for RQHR what are the knowledge, skills and abilities that
we require in a CEO?
Determine list of competencies, capabilities and experience required
of the CEO
What leadership capabilities are needed for our CEO to be successful?
Review and update the CEO position description (see Guide to
Corporate Governance )
- What specific characteristics must the CEO possess in order to be successful?
- Clear expectations – lines of accountability - What qualities are necessary, considering the culture, in order to lead RQHR?
- Description of specific responsibilities and duties ‐ What makes other healthcare leaders successful?
- Clarify division if responsibilities between Board and CEO Draw on the LEADS framework- leadership capabilities
Review the salary and benefits package (see RHA CEO Salaries
Directive )
What has been developed for previous searches?
Recommendation:
Reflect and revise the CEO position profile and description annually
Ph
ase
1. P
rep
arat
ion
Ph
ase
(Ris
k M
itig
atio
n)
Who ultimately has final decision-making authority? Response: previously used non-anonymous
'preferential ballot', followed by frank discussion- Can you live with the collective decision we've
made?
HR Committee of the Board, August 4th, 2016 Prepared by Sharon Bishop, Director, Workforce Planning and Development 1
President and CEO Succession Planning Framework
Actions Considerations for the BoardP
has
e 1
. Pre
par
atio
n P
has
e (R
isk
Mit
igat
ion
)
Assess the Urgency: What is the search urgency? How much notice does the Board have of termination/ retirement
of incumbent CEO?
1. Emergent Scenario (<30 days) What is the Boards preference about starting a search whilst the incumbent is in place?
2. Shorter‐term Scenario (30 – 90 days) If no- what is the plan to stabilise leadership in the interim? What would the Boards preference
be in choice of stabilization options? Response: Align with best practice that the incumbent have no
involvement in the search process.
3. Longer- term Scenario (>90 days) If yes- what role, if any, does the incumbent CEO play in supporting transition? What role, if any,
does the CEO play in the selection process? Response: Suggest having a conversation with present
incumbent to offer opinion of potential successor.
Stabilize Leadership: Is there desire to proceed with a professional executive search agency? Response: Yes
1. SLT Member
As stewards of public health system- is there an obligation to proceed with nation- wide search?
Response: Yes
2. Executive Committee
3. Third Party
Contract Services of Professional Executive Search Agency: Note:
Prepare Request for Proposal An effective executive search takes approx. 6 months
Committee evaluate responses to RFP The upfront work done in the preparation phase will mitigate the risk associated with
− Shortlist vendors protracted timelines
− Interviews/presentations potential vendors (optional) If proceeding with professional executive search agency (estimated cost $100K), need
− Candidate selection to go to RFP. Extends timeline.
Negotiate contract
Initiate Search: What succession-related factors should be on our radar?
Scan for internal candidates - Current CEO’s strengths and limitations
- RQHR’s strategy and culture
Collaborate with executive search agency - What successors do we potentially have within RQHR?
− Schedule regular progress meetings/ establish deadlines Is the board responsible for overseeing the development of internal CEO succession