Client: Health System

The context

Our client was revamping their succession management process and needed a set of leadership competencies to clarify performance and behavior expectations for managers. The objective was to develop clear, descriptive competencies to enhance their ability to recruit, manage and develop managers, and enable succession management. After serving as a previous consulting partner for the VP and Director-level succession management processes, ZRG was engaged to develop and execute a collaborative approach to build the manager-level competency model, involving managers, leaders, and stakeholders across several functions.

Our approach

At ZRG, we believe in a consultative and integrated approach to competency modeling, which helped us understand the strategic focus of the manager role, responsibilities, skills, and capabilities required for success. Our method for this client involved:

• Strategic Analysis and Research: We started by interviewing cross-functional leaders and current managers to capture the strategic essence of the managerial roles within the organization. Additionally, we conducted extensive external research on managerial competencies prevalent within the healthcare sector to benchmark our findings.

• Engagement and Interactive Workshops: We facilitated interactive focus group discussions among managers from various functions. These workshops were crucial in identifying and refining the behaviors that support each competency, ensuring that the competencies were not only relevant but also actionable across different managerial contexts.

• Competency Model Formulation: Our team synthesized insights from these interactive sessions to construct a detailed leadership competency model for managers. This model aligned seamlessly with existing frameworks at the Director and VP levels, promoting consistency across all managerial echelons.

• Strategic Implementation Guidance: Once the competency model was ready, we collaborated closely with the organization’s steering committee. Through tailored presentations and strategic discussions, we provided expert guidance to the steering committee on understanding the significant impact and essential processes required for the successful implementation of the new competency model.

Results

We developed a well-defined leadership competency model that was relevant for all managers regardless of function. Competencies were established that could serve as the foundation for several talent management programs, from recruitment to development to succession. We engaged stakeholders across key functions and levels to ensure support of the effective and sustainable use of the leadership competency model.

Our expertise

Competency Model Development, Talent Strategy, Leadership Development

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