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WorkforceNEXT Healthcare: Talking with Jim

WorkforceNEXT Healthcare: Talking with Jim

Posted By: Westleigh Cutts.

Jim Smalley, Ed.D, SPHR 
HR Executive, Talent Management Expert
Texas Children’s Hospital

Jim is a Talent Management expert with experience in the healthcare, high-tech, higher education, non-profit, energy and financial services sectors. His experience ranges from succession planning and executive development, to high-performance coaching,  organization design, metrics for human performance programs, and diversity & inclusion initiatives.

What are you doing to address the planning-for-growth problem that exists within many health systems?
One of the ways we address this issue is to challenge it directly.  Clayton Christensen, author of the book The Innovator’s Dilemma and principal of the Christensen Institute, observes that while 20th-Century Health Care moved from doctors making house calls to physician offices to “the grand general hospital”, the 21st-Century model will reserve this by utilizing emerging technologies and adapting to consumer/patient expectations and demands.  The linear assumptions of growth will be totally disrupted by exponential technologies and health care moving from a producer-oriented model to a consumer-oriented one.

What is the generational employment breakdown within your company? How does this affect HR Management?
45% Millennial, 35% Gen X, 20 % Boomer.  This generational constellation invites/compels HR and Senior Leadership to focus more on technological presence and process, structure in career development, and a focus on “work is *not* my life” approaches to performance management.  Millennials are impatient with processes and procedures developed in the 1940’s and 50’s, over reliance on paper, and a lagging technology infrastructure (other than clinical) from what they’ve experienced in school and in other segments of the economy.  Boomers continue to insist on “leaning in,” which doesn’t play well with the younger generations. In recruiting, leading, rewarding and promoting, there is intense pressure to be transparent, logical and accountable. Business disciplines adopted in other industries decades ago are now vital for Health Care talent management to succeed.

Get to know the HR Pro:

What’s the one thing you want to accomplish before you die?
I wish to be present at my great-grandchildrens’ weddings!

If you weren’t doing what you do today, what other job would you have?
Computer animator!

If you could spend a week anywhere in the world, where would it be?  
Oxford, England.  The history of the university and its many notables would keep me busy for a week and more!

This Q&A is merely a preview of the topic, Developing Healthcare Leaders: Leadership Development in Volatile Times, which Jim will be speaking on at the upcoming WorkforceNEXT Healthcare Summit,;taking place January 9, 2018. Hear more from Jim and register today!

 

*Ever wonder what perspectives colleagues in your segment of Healthcare might offer? Would you like to participate in a Q&A to share your point of view? We want to encourage you to engage with your Healthcare community all year ‘round, not just at our Summits — connect with me with questions you want answered or to volunteer for a Q&A Insight Article.