TALENT MANAGEMENT

GUIDE
PROCESSES AND TOOLS FOR
MANAGING TALENT

PURPOSE
This document describes how talent management practitioners at Trinity Health examine talent for
critical leadership positions, help those leaders prepare for future challenges, and ensure identified
talent is showcased for future leadership roles

Copyright © 2016 Trinity Health | Classification: Internal

Revision Date 09/23/2017
Table of Contents
FOUNDATIONS OF TALENT MANAGEMENT ....................................................................................................... 1
Uses of Talent Management ................................................................................................................................... 2
Outcomes of Talent Management .......................................................................................................................... 3

Talent Management Process .................................................................................................................................. 4

Roles and Responsibilities..................................................................................................................................... 5

Roles and Responsibilities (continued) ................................................................................................................ 6

Talent Analysis ........................................................................................................................................................ 8

Talent Discussion Guide ........................................................................................................................................ 9

Assign a Talent Classification ............................................................................................................................. 10
Critical Leverage Positions .................................................................................................................................. 13
Positions to Consider ........................................................................................................................................... 14

Analyze Existing Positions ................................................................................................................................... 15

Succession Planning ............................................................................................................................................ 17
Creation of the Leader Profile .............................................................................................................................. 18
Debrief the Talent Classification.......................................................................................................................... 19

Talent Analysis and Succession Planning Calibration ..................................................................................... 21

Hold Talent Calibration Session .......................................................................................................................... 22
Showcase Top, Emerging, and Valued Talent ................................................................................................... 24

Establish Agenda for Talent Showcase .............................................................................................................. 25

Build Action Plan Framework for each Person .................................................................................................. 26
Communicate Initially with Named Successor .................................................................................................. 28

Build Action Plan with Identified Talent.............................................................................................................. 29

Assessment............................................................................................................................................................ 30

Tool: Development Worksheet............................................................................................................................. 31

Tool: Development Planning Guide .................................................................................................................... 32

Communicate Talent Classifications .................................................................................................................. 33

Facilitate Movement of Classified Talent ............................................................................................................ 35

Glossary ................................................................................................................................................................. 36

Talent Management
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FOUNDATIONS OF TALENT MANAGEMENT
Talent Management is the process by which we use a colleague’s performance and potential based on observable
behaviors and/or assessments to differentiate those who are being developed to be our future leaders and validate
those who are in the right positions now. Classified Talent is provided with additional assessment, development or
challenge opportunities to prepare them for future roles and to retain them. Top Talent is showcased for
promotional opportunities. Talent Management also seeks to support changing workforce needs based on our
strategic plan(s) and/or the changing nature of the industry. In these ways, Talent Management helps drive Trinity
Health's organizational objectives through the assessment, development, retention and promotion of Talent.

Guiding Principles
All of the processes explained in this guide are underpinned with the following assumptions.

GUIDING PRINCIPLES TRINITY HEALTH’S COMMITMENT

Transparency Trinity Health will share Talent decisions with
Talent needs to know how we view their Talent that validates assumptions and
potential for future roles and how they provides direction on future involvement in
engage with the process career development
Continual Development Trinity Health's leaders are expected to have
Talent reviews are not one time events development and advancement discussions
for Classified Talent with identified successors and other
colleagues interested in leadership.
Additionally, leaders will support the use of
various assessment tools and use that
information to gain greater insight into long-
term potential and career development.
Strategic Alignment Trinity Health will integrate System Office,
System Office, Regional Health Ministry Regional Health Ministry and individual
and individual ministry talent reviews ministry level talent reviews into the Financial
support changing business needs in & Strategic Planning Processes
addition to colleague advancement needs
Rigor Trinity Health is building a simple, practical,
Talent will be managed with the same and reliable Talent Management Strategy that
rigor as our fiscal capital can easily be implemented by Leaders and HR
Colleagues with the support of Talent
Management.

Talent Management
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Uses of Talent Management
The processes described in this guide are used in a number of ways. They are used to review the existing talent of
Trinity Health in order to position this talent for leadership positions. They are also used to forecast future talent
needs by aligning to the changing workforce requirements evolving from our strategic plan. All of these activities
overlap as do the people identified as talent for each of these tasks. These activities are led by the Talent
Management team for senior system-level positions. However, these same activities can be led by RHM leaders for
additional roles as is appropriate locally. Using a consistent standard process helps to dovetail the results of our
work for ease in collaboration.

Talent Analysis
Critical Position This work examines the existing population of
Planning talent across the organization to determine which
Analysis of talent in individuals to consider. Top, Emerging and Valued
Critical Positions to
identify, develop, and Talent are identified from that total population
promote talent based on past performance and future potential.
This Talent Pool is highlighted during Critical
Position Planning, Succession Planning and
Strategic Workforce Succession Planning Strategic Workforce Planning. Leaders of those in
Planning Identification of
Workforce planning to the Talent Pool ensure they have on-going
successors of senior
support new assessment, development and are actively
executive positions
leadership required by retained.
Trinity Health's from the existing
strategy Talent pool
Critical Position Planning
The Talent Sponsorship Group (TSG) is made up of
Talent Analysis senior executives from RHMs and System Office
functional areas who identify positions that are
critical to our future organizational success. The TSG ensures individuals in the already identified Talent Pool have on-
going assessment, development and retention. As strategic and operational positions become available across the
organization, the TSG advocates for the advancement of Top and Emerging candidates to fill those roles.

Succession Planning
Succession Planning is similar to Critical Position Planning, but is specifically focused on who will succeed a particular
senior level position. Succession Planning specifically looks at who is ready to take a role now, who will be ready
soon, ready later, and who can take on the role temporarily during an emergency. Succession Planning also ensures
individuals in the Talent Pool have on-going assessment, development and retention.

Strategic Workforce Planning

In addition to looking at our Talent Pool for existing positions, we need to look into the future to anticipate future
talent needs. This is done by incorporating Talent Management processes into the Strategic Planning Process.

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Outcomes of Talent Management
Ultimately, we are trying to achieve…

 Top and Emerging Talent advanced in a non-biased objective manner

 Candidate pools that include leaders across Trinity Health
 Candid discussions about what solid performance and potential look like
 Retention of Top, Emerging, and Valued Talent
 Providing thorough and searchable data of exceptional leaders at Trinity Health who demonstrate the
behaviors we want to emulate
 Encourage mobility of Top and Emerging Talent
 Being transparent with colleagues who are not in the Talent Pool, but who think they should be, in order to
counsel them on their future at Trinity Health

Note: These outcomes will change based on HR Indicators to be determined.

Talent Management
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Talent Management Process
Talent Management work aligns with other people-related work, including Growth Strategy & Innovation, Finance &
Budgeting, Talent Acquisition, Performance Management, Talent Development, Culture & Change, etc. The major
bodies of Talent Management work are represented below. This guide explains how to conduct each of these tasks,
what the outputs are, and what types of tools can be used for this work. The steps in the Talent Management
process are not linear, nor do all steps have to occur in every situation. For example, Discuss with Talent and
Socialize Talent Decisions may be done in tandem. Moreover, Plan Succession may not be done at all in some Talent
Management plans where the focus is on the development of a team rather than preparing for the vacancy of a
leader.

Classify Talent Socialize Talent

Identify Critical Decisions Facilitate
Analyze Calibrate Broker
Positions Classified
Talent Talent Discuss with Talent Talent
Plan Talent
Succession

STEP EXPLANATION
Analyze Talent: Determining the talent classification of a talent pool based on each person's
past performance and future potential.
Classify Talent: The main activity within Talent Analysis is determining which colleagues are
Top, Emerging and Valued Talent.
Identify Critical Positions: Determining which positions are most critical to Trinity Health's
organizational success prioritizing these for talent management focus.
Plan Succession: Identifying who will fill the future vacant leadership roles from the talent
pools previously analyzed.
Calibrate Talent: Validating talent decisions with broader groups of leaders to ensure support
of those decisions and development plans.
Socialize Talent Decisions: Fostering opportunities for Top, Emerging and Valued Talent to be seen by
others.
Broker Talent: Facilitating Top Talent to be considered for new roles within the organization
and to support talent needs for changing strategic needs.
Facilitate Classified Talent: Special care is taken to advocate for the advancement of Top and Emerging
candidates to fill those roles.

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Roles and Responsibilities
Development ultimately lies in the hands of every leader. Utilizing support from their leaders and Talent
Management resources, colleagues are expected to take control of their development and career paths. The Talent
Management team provides tools and processes to manage this work effectively and efficiently. Here are some
specific responsibilities for those involved in Talent Management work.

RESPONSIBILITIES BENEFITS
Responsibilities to the Individual: Leaders support this work because:
 Assess the potential of their direct reports  Supporting colleague advancement and development
 Identify and develop successors to their role improves engagement and retention
 Communicate Talent Classifications to direct  Shared accountability is built between the colleague
reports and support them on their career path and their manager
Responsibilities to the Organization:  Top, Emerging and Valued talent will distrust leaders
INCUMBENT LEADERS

 Share talent by advocating for those in the Talent not engaged in talent management
Pool and support other leaders in sharing talent  Advancing those from one area to another provides a
across Trinity Health leader with a broader network themselves
 Monitor succession plans to ensure they are  Assisting in the development of others provides
future-facing and updated opportunities for cross-functional work and idea
 Monitor leadership pipeline sharing
 Support development of Talent Pool including  Senior Leaders must have named successors in order
rotational assignments, stretch assignments, to be promoted themselves
leadership development programs, etc.
 Help define leadership competencies that
showcase exceptional Trinity Health leaders
Top, Emerging and Valued Talent should: The Talent supports this work because:
 Identify personal and career interests  Active involvement in this work demonstrates a
 Actively participate in assessments, coaching, desire for advancement
and development opportunities  They have the most influence over their ability to
 Share career and development goals with others develop
 Development prepares them for their future role
THE TALENT

as appropriate
 Identify and seek development needs for while improving performance in their current role
themselves including rotational assignments,
stretch assignments, leadership development
programs, coaching, mentoring, assessments,
etc.
 Manage their own career development and
talent profile

Talent Management
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Roles and Responsibilities (continued)

The Executive Leadership Team should: These leaders support this work because:
 Hold the CEO accountable for developing talent.  Shared accountability ensures talent management
The HR Compensation Council should: moves from a static event to a constant frame of
OTHER LEADERS

 Partners with Trinity Health Leadership and mind.

Regional Health Ministries to provide direction,
consultation, project management and technical
support for the design, development,
implementation and management of
compensation programs across the system.
The Talent Management team should: Talent Management supports this work because:
 Manage the overall Talent Management process  A best practice process is needed that is repeatable
TALENT MANAGEMENT TEAM

to be followed across Trinity Health and leads at many levels of the organization
that process for the most senior level leaders  Building organizational expertise in this work
 Anticipate future talent needs expands the possible impact of talent management
 Provide leaders with tools and support to
effectively engage with the process
 Collect and analyze organizational data to
support sound, non-biased talent decisions
Those leading talent work should: Talent Practitioners support this work because:
TALENT PRACTITIONERS

 Follow standard processes as much as possible  It reduces duplication of effort

 Include identified Top, Emerging and Valued  It mirrors best practices
talent in searchable databases and showcase  It populates system wide databases that can be
these individuals searched
 Contribute ideas for improvement to the master  It enables involvement in refinement and
process improvement of the process

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TALENT MANAGEMENT
GUIDE
ANALYZE & CLASSIFY TALENT

Existing organizational talent is examined to identify high potential talent from the high performing pool of
talent based on criteria so that group of people can be vetted by stakeholders and prepared for a future
higher leadership role or sufficiently challenged to remain within the organization

Talent Management
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Talent Analysis
Talent analysis is an activity that should happen throughout the year. It may take place during private discussions
between HR and Managers or during larger group settings. Talent analysis should not be seen as a single event, but
rather as a continual discussion that needs to be revisited regularly for each individual because over time, one's
talent classification or readiness may change. Talent analysis creates the pools of talent that inform the three major
processes in Talent Management:

1. Critical Position Planning

2. Strategic Workforce Planning
3. Succession Planning
Determine the Population to Analyze
First, determine the population of people you plan to analyze. It's important to bound the population in order to
ensure a realistic scope of people to analyze and to ensure that others know who is being examined. Typical
boundaries for populations to analyze include:
 Leaders within a certain function (e.g., all CMOs, all CEOs)
 Leaders within a certain location (e.g., all RHM Directors, a RHM C-Suite)
 A specific leadership group (e.g., SLC, ELT)
 Leaders reporting to a specific person (e.g., all direct reports of _____)

Once the population of who to evaluate is identified, it's generally best practice to tell that group of people that
leadership is analyzing their talent capability.

Determine who should participate in the talent analysis

Initial talent analysis should include a small group that includes the colleagues' manager and a talent management
practitioner. This discussion is informal and candid, so all parties must fully trust one another. Once you have basic
data for each individual to be assessed, you should schedule Talent Analysis sessions with each Leader ensuring
appropriate time to be thoughtful and in an environment where you and the Leader will not be disrupted or pulled
away for calls, etc.
In some situations, for high level talent (e.g., VP and above), this conversation may include peers of the manager.
However, this would be rare since peers are generally brought in during calibration sessions instead. The talent being
assessed should not be included in this conversation (although, it's generally a good idea that they know the
conversation is happening). Use the questions on the following page to guide the discussion.

Pull initial data to analyze for each person

You will want to prepare by gathering basic HRIS information for each individual being analyzed including:
 Name  Other helpful performance data, such as:
 Title o Patient Satisfaction Scores /
 Work Location Engagement
 Last two Performance Appraisal ratings o Quality metrics
 Manager's Name o Performance Feedback
 Manager's Title o Assessments

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 Talent Discussion Guide
QUESTIONS NOTES & DEVELOPMENT PLAN

Past Performance: Does the colleague have a strong record of high past
performance?
 What level of performance did this person have over the last 3
CURRENT PERFORMANCE

years? Were results delivered?

 Has this person been operationally competent?
 How has this person's functional expertise balanced with their overall
understanding of the business?
 What extraordinary work has this person achieved within the last 3
years?
 Are outcomes achieved with behaviors in accordance to Trinity Health
values?

Agility: Does the colleague have the potential to take on a new role?
 Is this person self-aware of their strengths and opportunities and
do they learn from their mistakes?
 Is this person proactive?
 Does this person have adequate inquisitiveness and intelligence
for the new role?

Ability: Does the colleague have the ability to take on a wider, more complex
role? Does this colleague demonstrate:
 Strong expertise and functional skills
POTENTIAL FUTURE PERFORMANCE

 Strong leadership skills

 A well-rounded skillset
 Ability to effectively deal with stress, organizational politics, and
emotions
 Ability to quickly learn new roles, responsibilities, and information
Relationships: Does this colleague have the necessary relationship building skills
to take on a new role?
 Does this person relate well to others inside and outside of the
organization at all levels?
 Do others see this person as a supportive colleague?
 Does this person connect with our Mission and Core Values as they care
for themselves, others, and those we serve?
Aspiration: Does this colleague have the drive and desire to take on a new role?
 Does this person continually seek new challenges to increase their skills?
 Is this person willing to do whatever it takes to succeed?
 Is this person willing to relocate (if necessary)?
 Is this person interested in this role?

Talent Management
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Assign a Talent Classification
Now that you've discussed each person within the talent population you are analyzing, and refined your overall
impression, it's time to assign each person with a Talent Classification, which indicates their overall performance and
potential. This data is entered into the tools on the following page as a summary of your discussion. Determine which
of the following Talent Classifications each person is, or determine if they do not fit into any of the Talent
Classifications.

Talent Classifications

Top Talent
Individuals in designated leadership roles who are exceeding expectations based on current assessment
practices at the System, RHM or individual Ministry level. They are seen as being capable of advancing to a
significantly broader/more complex role and their organization is committed to preparing them for this.
The organization commits to provide development opportunities and facilitate movement into
broader/more complex roles where appropriate (within 24 months)

Emerging Talent
High-performing individuals with clear advancement potential for leadership roles whose future roles cannot
yet be determined. The focus of their development is to deepen our understanding of their potential and
their career aspirations emphasizing our commitment to making a long-term investment in their
development. The organization commits to provide on-going assessment and development
opportunities

Valued Talent
Individuals who consistently exceed expectations on current assessment practices. They are highly
capable, high-achieving, highly valued talent who don’t necessarily have advancement potential at the
present time but whom are crucial to retain. The organization commits to provide on-going
development opportunities

Yet to be Determined
More information is needed regarding performance, potential, or career aspirations in light of organizational
needs to determine a Talent Classification. This classification does not mean that performance is low.
Therefore, Performance Management should not be confused with Talent Management. Top, Emerging,
and Valued Talent Classifications are for our leadership pipeline, so those not part of the pipeline will not be
give a classification for Talent Management purposes.

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Talent Management
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TALENT MANAGEMENT
GUIDE
IDENTIFY CRITICAL LEVERAGE
POSITIONS

Positions that are essential for the achievement of the strategic plan or for keeping the organization
operationally sound are identified in this step to clarify the focus population of succession planning

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Critical Leverage Positions
Determine Likely Critical Leverage Positions
Critical Positions are those that are instrumental to delivering on Trinity's People-Centered 2020 strategic objectives.
These positions may have existing Incumbent Leaders in them or they may be vacant or future positions that do not
yet exist. Make a list of positions which likely include:

 Existing Senior Level positions that are anticipated to remain

o Who do you feel are the key talent in your organization?
o Are key leaders planning to leave the organization (e.g., retirement)?
o Are there key leaders who do not have back-up candidates ready now?
 New Senior Level positions resulting from Strategic & Financial Planning needs
o What new major initiatives are on the strategic plan?
o What talent will be needed to support those initiatives?
 Positions that are drastically changing as a result of the changes in healthcare or other environmental
implications
o Does your group have the right people in place to achieve the organization's goals?
o How do major changes in your environment affect the type of talent needed?
o What roles will be different in the future than they are now?
o What are your plans for reorganization this year?

Positions to be managed by Talent Management

This Talent Management and Succession Planning process can be used for any leader within Trinity Health. However,
the Talent Management group will directly manage the Succession Planning process for the following populations
within the timeframes outlined below.

LEADERSHIP POPULATION NUMBER WHEN MANAGED

Trinity Health CEO 1
Executive Leadership Team (ELT) 16 34 Started in FY15
System Leadership Council (SLC) 17
Regional Leads ~11
RHM CEOs ~46 57+ Starting in FY16
Clinical Leaders ?
RHM C-Suite
Starting in FY17
Vice Presidents
Directors TBD
All other Leaders (These are likely roles to be
Professionals taken on by each RHM)

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Positions to Consider
As you consider which positions to focus on, don't necessarily limit yourselves to just the traditional management
positions. There are likely other professional positions critical to the success of the organization that should be
managed from a career perspective. Keep these in mind as you determine your focus area.

You may find it helpful to run a report from your HRIS System for all positions that you are planning to include in your
Talent Analysis and Succession exercises. Most organizations may choose to review at a particular "level" in the
organization and higher. There may be times where you wish to include specific people that fall outside the realm of
the particular positions that you've selected for review. For example, you may choose to review someone who is a
Vice President despite the fact that you had planned just to review Senior Vice Presidents and above, but because
this person is essentially considered a peer of the Senior Vice Presidents, you may have occasion to include them in
your review. As a check and balance to your population to be reviewed, you should plan to review this with the
group's leadership prior to commencement of any Talent Analysis or Succession Planning exercises to ensure that
you have included all positions and/or individuals that they might expect to review.

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Analyze Existing Positions
Create a prioritized list of existing critical positions by asking these questions. Use the rating scale if it's helpful, but
more importantly, have a discussion about critical positions using these questions as a conversation guide.

Tool: Position Discussion Guide

CRITICAL CATEGORY LEVELS OF CRITICALITY TODAY FUTURE

5 - Creates a healing presence in our community

Mission Impact – To what extent
does this role impact the success of 3 - Indirectly creates a healing presence
Trinity’s Mission?
1- Does not support the Mission statement

5 - Directly impacts Revenue and/or Expense

Operational Impact – To what
extent does this role impact Trinity’s 3 - Indirectly impacts Revenue and/or Expense
operational success?
1- Does not impact Revenue and/or Expense
…or…
5 - Directly impacts clinical outcomes
Clinical Impact – To what extent
does this role impact Trinity’s clinical 3 - Indirectly impacts clinical outcomes
quality?
1- Does not impact clinical outcomes

5 - Directly supports People-Centered 2020

Strategy Impact – To what extent
does this role support People- 3 - Indirectly supports People-Centered 2020
Centered 2020?
1- Does not supports People-Centered 2020

5 - Must be (a) filled immediately, (b) filled with

internal resources and (c) requires rare skills
Staffing Difficulty – What is the risk
if this position is vacant? 3 – Requires two of the three items above

1- Contains none of the three items above

The output of this section is a list of positions and people to be focused on during the
remaining talent discussions.

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TALENT MANAGEMENT
GUIDE
SUCCESSION PLANNING

Identifying individuals capable of taking over a specific leadership position permanently or in an

interim fashion

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Succession Planning
Succession Planning is about determining which individual(s) from the talent pool should succeed an incumbent
leader. Succession Planning may be done for identified Critical Leverage Positions or for another specifically
identified position. Successors should be identified from the pool of Classified Talent, and ideally are those classified
as Top Talent; although there may be scenarios where Emerging or Valued Talent are listed as future successor
possibilities or as emergency scenario successors.

Examine the Classified Talent to Identify Successors

Once you have identified the position for which you want to identify successors, you need to look at the pool of
classified talent to determine which of those individuals should be considered. To do so, a discussion between the
Incumbent Leader, the incumbent leader's leader and HR should take place to identify potential successors by:
1. Identifying talent with high performance
2. Identifying talent with ample potential from the group of high performers
Succession candidates with those traits should already be classified as Top, Emerging or Valued Talent, so start with
that list of people. Then, create an overall colleague sketch that summarizes their potential. Use the same questions
from the Analyze Talent discussion to validate each person's classification and appropriateness to the role. The
questions are intended to be a conversation starter and are not all inclusive. As the group discusses each area, notes
about the colleague should be documented along with ideas for development. These development concepts will
later be shared with successors so they know what the path to advancement looks like.

Note: Senior leaders in the organization are required to have a potential successor(s) that are
identified as either Top or Emerging Talent, and are either Ready Now or Ready Soon, to be
considered for a promotional opportunity.
Assign a Readiness Category
Once you have the list of potential successors, assign a readiness category for each person, including:
1. Readiness Classification - Identify the timing in which they can be appropriately prepared and developed for
these opportunities as:
 Ready Now (0-1 year)
 Ready Soon (1-3 years)
 Further Develop (3-5 years)

2. Mobility - Is the person mobile, as in relocatable?

3. Identify what developmental actions will need to occur to prepare them for these advancement
opportunities taking into account Exposure, Experiential Learning and Educational opportunities referring to
the Leadership Development Worksheet. .

Demographic information such as gender, age and ethnicity for these populations should be calculated and analyzed
to support our Equal Employment Opportunity practices, to create awareness and to allow ourselves the opportunity
to measure and improve our diversity and inclusion practices.

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Creation of the Leader Profile
A "Leader Profile" should be created for each potential successor who is either "Ready Now or Ready Soon" and for
those who are named "Top talent." These should be made available to senior leadership when calibrating their
Talent Analysis and preparing the development for these colleagues.

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Debrief the Talent Classification
Now that you have a complete list of successors with notes about each person's past performance, their agility, their
ability, their relationships, and their aspirations, you should have a good picture of everyone who may be a successor
to a position. You should now debrief this list and make any edits or additions by asking:

1. Who is showing up on this list of successors? Does that feel right? Why or why not?
2. Who is not showing up on this list who should be there?
3. Does each critical role have a Top Talent successor identified? If not, what is the plan to get Top Talent
identified?
4. Is any successor listed as Top Talent but not as Ready Now? If so, why is this? What is the plan to move their
Readiness to Ready Now?
5. Is any colleague listed as a Top Talent successor for more than one role? If so, why is this? Does the
colleague have a focused enough career path?

Note: These questions do not have right and wrong answers. They are intended to foster dialog and ensure
the right list of talent is finalized. The process of examining the Successors is focused on people identified as
successors to an existing position. However, there may be key talent in the organization who have not been
identified as a successor for a variety of reasons (e.g., the higher level role they are a fit for doesn't exist in
the organization). If you identify key talent that is not related to a specific incumbent position, still
complete the following steps.

The output of this section is a list of successors identified for all critical positions plus a list of
key talent that highlights their talent classification, readiness, and development
opportunities.

Once pools of Talent are identified, the talent pools for "critical" roles in your area will be vetted and calibrated
with the Talent Sponsorship Group who has responsibility for:

1. Identifying and “co-owning” “Key or Critical” roles, both strategic and operational, with the ministry
in which the role resides.
2. Holding the organizations who have identified Top, Emerging and Valued Talent accountable for
assessing, retaining & developing their talent.
3. Acting in the best interest of the overall organization in owning and helping to position our talent
appropriately to support our initiatives.

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TALENT MANAGEMENT
GUIDE
CALIBRATE TALENT

Top, Emerging and Valued Talent identified are validated through candid discussions with leadership to validate
their classifications, rank talent and ensure that the those in the talent pool belong there

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Talent Analysis and Succession Planning Calibration
Talent Analysis is the process whereby senior leaders engage in reviewing and discussing their talent for the purpose
of planning succession and development that will help to increase the organization's talent capabilities and
preparedness for future talent needs (workforce planning). During the Talent Analysis process senior leaders review
colleagues’ individual performance and potential and comprehensively calibrate those results across the population
being reviewed ensuring consistency in process and application. This is also where discussions about the
development of talent begin.
For example, during Talent Analysis, leaders will assign a classification to each colleague being assessed that
identifies them as:
 Top Talent
 Emerging Talent
 Valued Talent
Succession Calibration is the process of calibrating talent analysis and succession information to ensure an objective
approach, level setting and a comprehensive view of talent across the organization in support of development that
will help to enhance our capabilities and prepare our talent for the future. During this process, leaders will assign a
readiness classification that depicts the period of time in which the colleague can be appropriately prepared to
assume a greater role. For example, each colleague being assessed will be assigned to one of the following readiness
classifications:
 Ready Now (0-1 year)
 Ready Soon (1-3 years)
 Further Develop (3-5 years)
Proper calibration of talent information helps establish a valid and credible process that ensures development dollars
are applied efficiently. As is best practice, Trinity Health combines its Talent Analysis & Succession Calibration
processes. Talent Analysis feeds the Succession process. During the Talent Analysis and Succession Calibration
sessions senior leaders review the capabilities of the current talent, identify critical capabilities and growth areas, and
plan for targeted development. Because of the confidential and sensitive nature of these people discussions, both
Talent Analysis and Succession Calibration should be facilitated by a Talent Management or a Human Resource
Professional.
Once Talent Analysis and Succession Calibration is complete and senior leaders have had an opportunity to make
agreed upon modifications, if any, they "own" their Talent information and should prepare to present it to the next
level up in the organization. Once this process is complete with the more senior level, and any modifications are
complete, the organization now has a living, breathing Talent Analysis & Succession Plan and can begin to develop its
talent in alignment with the strategic objectives of the organization.

Note: HR is a facilitator and guide only in these discussions and decisions. Leaders own their talent,
decisions about their talent and should feel confident to defend their decisions about their talent.
Calibration is the final stage of the review, although modifications could be made as the leader calibrates up
with their leader. As you review the distribution of talent classifications, you should expect to see a greater
proportion of Valued and Emerging talent than Top Talent.

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Hold Talent Calibration Session
Leader Preparation
Talent Calibration is about leaders sharing their assessment of their Top, Emerging, and Valued Talent and defending
(if necessary) their assignment of these classifications to individuals. To do so, leaders must be knowledgeable about
each colleague in their Talent Pool. Talent Management resources will prepare profiles summarizing information
from the Talent Analysis for leaders to use in explaining the talent they are putting forth as Top, Emerging and Valued
Talent. Leaders should be prepared to summarize the following about each person in their talent pool:

 Colleague performance
 Colleague potential
 Colleague readiness to advance
 Colleague development necessary to advance
 Colleague mobility
 Colleague retention risk assessment

The output of this section is a refined list of successors validated by leadership.

Leaders should come to Calibration sessions prepared to support their selections of Top, Emerging and Valued Talent.
They should also be prepared to talk about the timeframe (readiness) in which their colleagues might be prepared to
assume an advanced role as well as the development that would be necessary to prepare them for this next
opportunity. Because these opportunities are dictated by business need, workforce planning data will also be
reviewed to determine the type of people needs, the timing and the location. For this reason, Managers should also
come prepared to speak about the mobility of their colleagues.

Additionally, Leaders should be able to identify potential resignation risks and continually monitor and assess the
potential for resignation. Managers should plan to schedule regular touch points with anyone who is believed to be a
resignation risk with the intention of reducing the potential for resignation by listening to the needs, goals and
aspirations of the colleague and engaging them in meaningful work and developmental opportunities.

During calibration, also consider additional stakeholders that have an interest in this position. For CEO / RHM
President roles, this likely includes the RHM Board and/or local Bishops. Their input, in some fashion may be
necessary.

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TALENT MANAGEMENT
GUIDE
SOCIALIZE TALENT DECISIONS

Top, Emerging and Valued Talent is showcased to leaders across Trinity Health to build awareness of
their potential and to identify opportunities for advancement and development

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Showcase Top, Emerging, and Valued Talent
Identifying talent is only part of the talent management process. Those identified as Top, Emerging or Valued talent
must be showcased across the organization to ensure they are put forth for opportunities and to ensure their
retention. This can be done in a number of ways, including a talent showcase meeting or similar forum as described
in this section. Ideally, talent is showcased within present structures (e.g., group summits, executive meetings,
conferences).

Determine Attendees for Talent Showcase

Typically, these forums include the next layer of leadership above the identified Top, Emerging and/or Valued talent
to be showcased. However, this audience may include another level of leadership above that as appropriate. These
forums should be about everyone in the talent pool, which includes successors to specific positions and other critical
positions. The important thing is to assemble a group of people who:
 Can or will have roles in their area appropriate for the promotional opportunities
 Will have development opportunities to build further readiness for Top, Emerging, and Valued talent

 Tool: Talent Showcase Attendee Planning

IF YOU ARE GOING TO BE DISCUSSING… …YOU SHOULD INVITE…
Specific positions, including: 1. The incumbent leader (if applicable)
 Successors to a specific position 2. The incumbent leader's peers
 Critical or strategic positions 3. Others with a vested interest in this position

Talent pool agnostic of specific positions, including: 1. Managers of the Top, Emerging or Valued
 Top, Emerging and/or Valued talent who are talent
not named successors 2. Functional leaders at the same level as the
managers who have a vested interest in this
position

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Establish Agenda for Talent Showcase
A forum for showcasing a leader's talent should occur no less than four times a year and it is incumbent upon the
leader and their trusted HR Business Partner to ensure that this occurs. There should be an atmosphere of
transparency where leaders openly talk about their talent without trying to hide exceptional talent or pass off less
desirable talent to others. During this forum, likely topics include:

 Business Strategy: An overview of where the organization is going and what sort of talent is required to get
us there. Some of this work can come from Step 1: Identify Critical Positions. This section should include:
o The group's 3-4 top strategic priorities and initiatives and how those relate to overall organizational
goals and/or People-Centered 2020.
o How major environmental or organizational changes have impacted the group this year.
o What major environmental or organizational changes you're expecting this year.
o Which positions are most critical to achieve these goals in light of these changes?
o What is your group's overall bench strength in the current talent pipeline to achieve these goals?
o Other talent issues and opportunities you are facing (e.g., critical roles you need to fill)
 High Potentials: Now that the stage has been set with an understanding of the group's goals and how talent
generally is prepared to support those, it is time for a presentation of the individuals identified as Top,
Emerging and/or Valued talent including why they were named as such and which role(s) they are named
successors to (if any). There may be disagreement that needs to be facilitated here and adjustments
ultimately made. As each individual is examines, the group should discuss:
o Name & Role: What is the talent's name, current role, talent classification, readiness, and for what
role(s) is s/he a named successor?
o Current Performance: What is this person's current performance as indicated by credible sources
(e.g., performance ratings, 360s, quality scores, assessments)? Be sure you discuss:
 Functional / Technical Expertise
 Leadership Ability
 Cultural Fit within Trinity Health and Passion for our Mission
o Job Fit Issues: Is this person in the right job today? If not, is there significant risk of losing this
person? What are we going to do about that?
o Currently Available Opportunities: Is there a role currently available for which this person should be
considered? Are there opportunities in other functional areas or locations?
o Potential Future Opportunities: What roles (in addition to any already identified successor roles)
would this person be a fit? What changes in the business may open opportunities for this person?
o Development Opportunities: What are the 1-2 development experiences does this person need to
achieve the next level? How will this person be developed?

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Build Action Plan Framework for each Person
The talent showcase should identify a large number of next steps for each individual. These next steps should be
compiled into a plan that includes plans to share results with the identified talent including their talent classification,
readiness and development plans.

Communicate about Talent Management

It is critical that there is awareness about the talent management process because that transparency fosters a
greater understanding of career paths at Trinity Health and how the organization supports each colleague's unique
journey.

The output of this section is an action plan to be shared with identified successors.

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TALENT MANAGEMENT
GUIDE
DISCUSS WITH TALENT

Leaders work with their identified talent to make them aware of their talent classification, readiness and
successor status in order to build development plans that accelerate career goals

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Communicate Initially with Named Successor
A result of the talent management process discussed thus far is a list of people named as successors to specific roles.
Communicating with these people is essential. It is recommended that the talent management function craft a letter
to potential successors to introduce them to resources available to them. This letter also enables the talent to hold
their own manager accountable to their further development since they now know what to expect.

 Tool: Named Successor Letter Template

Dear _____,

Trinity Health has a Talent Analysis and Succession Planning Process that is managed by our Talent Management
Department. This process is used and endorsed by our Board of Directors and Executive Leadership Team. As part of this
process, Trinity Health commits to being transparent with its talent and succession plans so as to maximize the opportunity
for growth and development of its colleagues and readiness of its talent for the future.

To that end, we would like to congratulate you for being recognized by your leadership as a potential successor in our Talent
Analysis. By role-modeling our values and guiding behaviors, and through your performance, drive, and ambition to
succeed, you have demonstrated that you have the capability to potentially reach a very senior position in Trinity Health –
well done! Because you have been identified as one of a small group of colleagues with exceptionally high performance and
strong executive leadership potential, you are a named potential successor for the following position(s):
 Position A
 Position B
As a potential successor, Trinity Health and its leaders commit to supporting you with developmental opportunities that will
enhance your talent capabilities and prepare you for future career advancement. You may have occasion to participate in
Leadership Assessments, Coaching Engagements, Development Planning which includes Experiential Learning, Exposure
and Education/Training to prepare you for future career opportunities. As part of this process, we will also be talking with you
about your goals, aspirations and how those align to the needs of the organization.

In return, we expect you to commit to continued exceptional performance and role-modeling. You personally have the
primary responsibility for your development, and while we will support you, you will need to invest the time to work on your
personal development, growth and formation. Be very clear, the talent partnership does not mean that you are guaranteed a
promotion or succession to a position. While you are clearly on the right track, and possess high potential to succeed further,
the organization considers many factors and candidates for promotion. The Talent Partnership opportunity is designed to
position you to be a competitive candidate for promotion.

You will be supported in your development by Trinity Health, its leaders, your Supervisor as well as representatives of the
Talent Management Department and we wish you every success as you begin this journey.

A Consultant from the Trinity Health Talent Management Department will be in touch with you in the coming weeks to begin
working with you on your development journey. Congratulations again!
Sincerely,
SIGNED BY SVP OF HUMAN RESOURCES & THEIR SUPERVISOR

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Build Action Plan with Identified Talent
Leaders should meet with each person on their team who is identified as Top, Emerging or Valued talent. Now that
you’ve aligned your talent with your strategic goals and identified your high potentials and successors, how will you
retain and develop them? What stretch assignments will you assign to them? Who will mentor them? How will you
track their progress? How will you know when they are ready for a promotion? How will you keep them engaged
until a position opens up? The purpose of this meeting is share discussions with them about how they are viewed by
the organization and how they can be developed. The following topics should be covered during this meeting:

 Talent Classification: People should be told if they are Top, Emerging or Valued talent.
 Successor Status: If the person is a successor to a specific role, they should be told that they are the
successor to that role. This type of transparency motivates the successor and encourages their continued
development. Successors should understand that this is not a guarantee that they will take over for an
incumbent leader in the future, but that they are a prospect. Some people may not be a named successor to
a specific role, but a part of the Talent Pool anyway. To make this message clear, it's recommended this
message also reference the following:
o Roles: What role(s) for which the person is a successor. If they are not a named successor to a
particular role, explain what types of roles they may expect to learn about in the future.
o Readiness: People should be told if they are believed to be ready now, ready soon or require further
development to be ready for the next promotional opportunity. This is critical to level set
expectations of when a promotion may be appropriate for the person.
 Development: People should be aware of assessment and development strategies available to them. While
people should be given opportunities to partake in development, it is ultimately the individual's responsibility
to make this happen. The development planning discussion should include:
o The manager's responsibility in identifying and supporting development opportunities.
o The colleague's responsibility in identifying and engaging in development opportunities.
o Possible development opportunities including stretch assignments, job rotations, fellowships,
assessments, mentoring, coaching, training programs, etc.
o When this topic will be discussed again between the manager and the colleague. This should be a
topic discussed at least twice a year, if not quarterly. Ideally, development becomes a part of
everyday work, but there should be formal check-ins scheduled as well.

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Assessment
Before creating a development plan, an individual should have a clear picture of areas they want to develop.
Assessments provide insight into a person's known and unknown behaviors and traits. Understanding this can help
define an appropriate development plan for the individual. There are a variety of potential assessments that can be
used including:
 Center for Creative Leadership Benchmarks 360
 Hogan Leadership Series (3 segments)
o The Hogan Personality Inventory (HPI – Potential)
o The Hogan Development Survey (HDS – Challenge)
o The Hogan Motives, Values, Performances Inventory (MVPI – Values)
 Insights Discovery (Individual and Team work available)

Please contact Kevin Preston at 734-343-1062 to learn more about these assessments, the cost or to schedule
assessments for an individual or group.

Types of Development
Once an assessment is complete, there should be a strong picture of where an individual may want to develop. That
information should be used to create a development plan that enables a person to build their competencies or skills
through formal and informal means. Formal development may include things like training programs, while informal
development may include things like stretch assignments. Each person's development plan should be unique to their
individual needs because each person needs to work on different things. Moreover, each person's development plan
should be a mix of formal and informal opportunities, but should include more informal than formal items. Use the
table below as a tool to help people build their development plans. HR can consult on this plan, but the manager and
colleague ultimately own this plan.

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 Tool: Development Worksheet

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 Tool: Development Planning Guide
DEVELOPMENT OPPORTUNITIES NOTES & DEVELOPMENT PLAN
Training Programs: Courses or classes offered within or
outside Trinity. Examples include…
Less Formal . . . . . . . . . . . . . . . . . . . . More Formal

 Internal classes targeted at specific competencies (i.e.,

Crucial Conversations, Ministry Leadership)
 External programs offered through professional
associations or universities
Coaching: Internal or external people development experts
who challenge individuals based on their developmental areas
and then provide them with guidance and support.

Mentoring: Internal or external expert advisors who already

hold a role similar to the individuals target role and can share
their experiences and provide guidance. Mentoring may also
include shadowing or simulations.
Job Rotation & Stretch Assignments: Work that is beyond a
colleague's normal activity meant to build skills or
relationships. This may include building entirely new
functional skillsets. Examples include…
 Managing a large project or growing new service
 Collaborating with other locations
 Interacting with others outside of Trinity
 Working on mergers and acquisitions
 Leading performance improvement efforts
Job Rotation: Work that builds entirely new functional skillsets
or builds relationships. Examples include…
 Working at other locations

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Communicate Talent Classifications

Communicate with People not Identified as Top, Emerging or Valued

The Talent Management process focuses on those who are Top, Emerging and Valued because those are the
individuals who need special care and attention regarding their development and career aspirations. However, there
will be people who were not identified as Top, Emerging or Valued talent, but feel they should be. Because of the
overall atmosphere of transparency that is being created around talent management, it's crucial to communicate
with these people since they will likely hear from other sources about talent decisions/plans. If you don't
communicate with them, they may become dissatisfied or they may sabotage other work. Having compassionate
conversations with these colleagues in a way that is reverent to them exemplifies our value of integrity. This
conversation includes:

1. Why the person was not determined to be in the talent pool.

2. Clarify that the talent pool are people identified as high performing and high potential. There are many other
people who are high performing and who are just as critical to the success of our organization. The talent
pool is specifically about those high performers who are, or will be, ready to take on more advanced roles.
3. Discuss the colleagues' options for the future. Determine if the person is satisfied with current prospects or
wants something more. This could include:
a. If the person can work toward becoming part of the talent pool in the future (if that is a strong
desire). If so, help the colleague create a development plan.
b. If the person wants to continue growing through lateral moves.
c. What else the person has a passion for contributing.
4. Keep HR informed of results from this discussion.

Update Leader Profiles

Based on these discussions, there may be changes to talent profiles. For example, information shared on a
colleague's talent profile may have been incorrect. Sometimes a colleague identified as Top or Emerging doesn't
want to move up, and therefore needs to be re-classified as Valued. Any changes made as a result of these
conversations needs to be edited into the profile.

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TALENT MANAGEMENT
GUIDE
BROKER & FACILITATE
CLASSIFIED TALENT

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Facilitate Movement of Classified Talent

Trinity Health Talent Management aligns its practices to the strategic and operational priorities and resource needs
of the organization. This is known as "Workforce Planning." In doing so, Talent Management and Human Resources
ensure that the strategic imperatives of the organization guide the decisions about our people resources and talent
and the same strategic and fiscal rigor that is applied to capital expenditures is applied to people resources.

Talent Management collaborates with Trinity Health's Executive and Leader recruitment processes and the Talent
Sponsorship Group to ensure that those who are identified as Top and Emerging Talent are showcased and made
available as potential candidates for vacancies throughout the system and within the Regional Health ministries and
individual health ministries. This gives credence and validity to the process of hiring and advancement and removes
any concern for back door deals.

Monitor Position Openings

Monitor all openings for critical positions and positions for which successors have been identified. The Talent
Sponsorship Group (TSG) identifies critical positions for the system and discusses candidates for those positions as
they open. Other talent management venues may be used for other openings.

How do we ensure we know about openings? Who else do we engage in this work?

Conduct Talent Analysis for Available Openings

An existing pool of talent and/or successors exist which can be considered for an opening. A group is assembled to
examine that talent and determine who may be a good fit. Those identified as a good fit for the open position are
put forth to talent acquisition activities.

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Glossary

TERM DEFINITION
Critical Position Roles that are instrumental to delivering on Trinity's People-Centered 2020 strategic
objectives and roles that are the lynchpins to differentiating Trinity from our
competitors. These positions may have existing Incumbent Leaders in them or they
may be vacant or future positions that do not yet exist.
High Performer Colleagues how consistently demonstrate exceptional performance and are key
contributors. High Performers are not necessarily suited for upward mobility.
High Potential Colleagues that have been identified as Top, Emerging, or Valued Talent and therefore
need to be developed and cared-for to ensure retention and advancement (if
appropriate). These colleagues are both high performing and high potential.
Incumbent Leader The colleague currently holding a position.
Knowledge Transfer Knowledge transfer refers to the act of transferring knowledge from one individual to
another by means of training, mentoring, coaching, documentation or other methods
such as the use of technology to capture, retrieve and share information.
Talent Sponsorship A team of senior executives who identify critical positions to the success of Trinity
Group (TSG) Health's strategy and ensures the talent pool is ready and used to fill those positions as
they become available.
Succession Planning Identification of successors for senior executive positions from the existing Talent pool.
Succession Calibration The process of calibrating talent analysis and succession information to ensure an
objective approach, level setting and a comprehensive view of talent capabilities
across the organization in support of development that will help to increase talent
capabilities and prepare talent for the future.
Successor The colleague(s) identified to take over an Incumbent Leader's post.
Talent Analysis The process whereby senior leaders engage in reviewing and discussing their talent for
the purposes of planning succession and development that will help to increase the
organization's talent capabilities and preparedness for future talent needs (workforce
planning).
Talent Classification A combination of a person's past performance and future potential to determine if
they are Top, Emerging or Valued talent.
Talent Pools Groups of Top, Emerging and Valued colleagues who are being developed to fill
leadership positions.
Workforce Planning The practice of aligning the people resources of an organization to its strategic and
operational priorities, thereby employing the same strategic and fiscal rigor to people
resources as is applied to capital expenditures.

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Talent Management
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